LEADERSHIP CHARACTERISTICS OF ... - Drake University

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ups are transformational, then lower level employees are more likely to emulate that behavior as they rise in an organization. Transformational leadership also appears to occur more frequently in cultures or societies that are considered collectivist as opposed to individualist societies (Jung & Avolio, 1999). Collectivism, as represented by some Eastern societies, describes a tight social framework in which people expect others in their respective groups to look after them and protect them. A mutual obligation of individuals exists whereby the leaders have a moral responsibility to take care of the followers. In turn, the followers have a moral obligation to reciprocate with loyalty and obedience. lndivid ualistic societies, often associated with the West, suggest that people are more motivated to satisfy their own self interests and personal goals. Individuals take care of themselves and have higher regard for individual achievements and rewards (Hofstede, 1993). It is believed that certain leadership styles flourish in cultural settings which complement one another. 45
Chapter 3 METHOD Purpose of the Study and Research Questions The purpose of this study was to determine the perceived leadership styles of hospital CEOs relative to transformational, transactional, and passivelavoidant leadership by having them complete a 360-degree, multi-rater, leadership assessment tool (MLQ). The following hypotheses guided this research: 1. Hospital CEOs who exhibit transformational leadership styles describe their personal values as collecfivist. CEO mean scores were determined by the 290 raters completing the MLQ relative to each of the leadership styles (transformational, transactional, and passive-avoidant) on a scale of 0-4. The mean scores of each RVS value item were calculated for each of the quadrant variables listed in Table 1. A Pearson correlation coefficient was calculated to determine the direction, strength and value of the relationship between the three leadership style means and the two individualist (instrumental and terminal) value mean scores. 2. Hospital CEOs who exhibit transactional leadership styles describe their personal values as individualist.
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LEADERSHIP CHARACTERISTICS OF HOSPI
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LEADERSHIP CHARACTERISTICS OF HOSPI
Page 5 and 6: ACKNOWLEDGEMENTS Conducting researc
Page 7 and 8: 3 . METHOD ........................
Page 9 and 10: List of Tables Table Page 1 . Rokea
Page 11 and 12: List of Figures Figure Page 1 . Use
Page 13 and 14: needs of the present. Research fund
Page 15 and 16: programs at the university, for-pro
Page 17 and 18: 1996; Yammarino, 1999), little info
Page 19 and 20: and throughout the state to address
Page 21 and 22: Chapter 2 REVIEW OF THE LITERATURE
Page 23 and 24: of intelligence, will and character
Page 25 and 26: Research showed that no traits were
Page 27 and 28: team of highly motivated and skille
Page 29 and 30: extrinsic rewards. Theory X leaders
Page 31 and 32: establish ground rules; (2) support
Page 33 and 34: Transactional LeadershipTheory By t
Page 35 and 36: ealization of self interests and th
Page 37 and 38: them toward higher and more univers
Page 39 and 40: 7. Communicate a clear vision of th
Page 41 and 42: 1990s. Servant leaders were encoura
Page 43 and 44: This research has resulted in a com
Page 45 and 46: training, and the control group of
Page 47 and 48: transactional and transformational
Page 49 and 50: leadership style correlates with su
Page 51 and 52: development, personal experience, s
Page 53 and 54: shared. Women believe people perfor
Page 55: A study of 40 primary health center
Page 59 and 60: determine the CEO's perception of l
Page 61 and 62: The hardiness survey assesses how m
Page 63 and 64: already see that the structure is m
Page 65 and 66: transformational factors correlate
Page 67 and 68: followers satisfy their needs. Ther
Page 69 and 70: Rokeach initially stated that value
Page 71 and 72: oth the terminal and instrumental d
Page 73 and 74: associates with a preference (not r
Page 75 and 76: Pearson's correlation coeRcient was
Page 77 and 78: Chapter 4 ANALYSIS OF THE DATA lowa
Page 79 and 80: eported a mean of 98.04 hours of le
Page 81 and 82: Table 6 Mean and Standard Deviation
Page 83 and 84: others in transformational and tran
Page 85 and 86: Table 9 Pearson's Correlation Coeff
Page 87 and 88: groups (50 years of age). Variabili
Page 89 and 90: to the original hypotheses, transfo
Page 91 and 92: 'Table 14 Correlations Between Inst
Page 93 and 94: Mean scores were compiled for each
Page 95 and 96: Table 17 Gender Differences Related
Page 97 and 98: (r = -.I 88, p>.05), a weak but sig
Page 99 and 100: Table 21 Demographic Factors Relate
Page 101 and 102: Table 23 MLQ Mean Scores of Leaders
Page 103 and 104: The results related to organization
Page 105 and 106: characteristics, should also contri
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transactional. Furthermore, Volkman
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This study extended the multi-item
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100 activists and union members. In
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(1 997) asserted that while females
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statistically significant correlati
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experience in a variety of settings
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It is also important to note that o
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110 4. Determine if hospital boards
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Bass, B. M. (1 985). Leadership and
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114 Bolman, L., & Deal, T. E. (1997
Page 127 and 128:
Eagly, A. (2003). Transformational,
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Hater, J., & Bass, B. M. (1988). Su
Page 131 and 132:
Johnston, C. S. (1995). The Rokeach
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Northouse, P. (2004). Leadership th
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Wohlers, A., & London, M. (1989). R
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16 . I make clear what one can expe
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16 . Makes clear what one can expec
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A Comfortable Life A prosperous lif
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1 2- a little true 3- mostly true A
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Dear Hospital CEO: APPENDIX F: CEO
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