LEADERSHIP CHARACTERISTICS OF ... - Drake University

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independent-sample T test to determine the differences between the hospital setting (rural, urban, rural referral and critical access) and the three leadership styles. Note: This data may be viewed as "hierarchical" in the sense that the multiple evaluators rated the hospital CEO on leadership characteristics and these evaluators are different for each hospital. This clustering may result in a lack of independence (or varying degrees of dependence) in the individual observations by the various evaluators. Assessments by evaluators of the same CEO will likely be clustered fairly closely to some central value, while assessments over different CEOs will be more dispersed. Analysis of the data based on individual evaluators can yield biased results. Analysis of the data based on a summary measure such as the mean of the evaluators' assessment on each CEO may be preferable from a statistical viewpoint. However, this results in considerable contraction of the data and less powerful tests of the hypotheses. Therefore, the emphasis in this research was on the results of using the CEO as the unit of analysis instead of using the individual evaluators as the unit of analysis. Additionally, the CEOs were asked to complete a hardiness survey that was not used in this research, but will be integrated into research at a later date. The HardiSurvey (PVSIII-R) was developed by the Hardiness Institute, Inc. for Performance Enhancement and Leadership Training. 49
The hardiness survey assesses how much hardiness resources an individual possesses, and how effective the resources are in helping resist the negative effects of stressful change. This information was thought to add value related to how the individuals with various leadership styles deal with the stress of leading organizational change. Subjects The main subjects of this research include 11 6 lowa hospital CEOs who represent the 116 Iowa hospitals they serve. This group of participants was chosen because it is a limited and accessible set of individuals who represent a particular leadership sector influenced by many of the same economic factors. Additionally, lowa hospitals' CEOs generally share the same healthcare reimbursement, legal standards, demographics, and recruiting challenges. Each CEO was asked to engage six to eight participants in the 360" assessment. The participation of two peers, two subordinates, and two superiors was requested of each CEO. Each hospital CEO was contacted via mail, phone, and personal contact to request their participation in completing the 360" (multi-rater) leadership assessment tool, values inventory, hardiness survey and personal biographical inventory (questions related to age, CEO gender, years of CEO experience, and number of hours of leadership training in the past three years). 50
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LEADERSHIP CHARACTERISTICS OF HOSPI
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LEADERSHIP CHARACTERISTICS OF HOSPI
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ACKNOWLEDGEMENTS Conducting researc
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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 and 56: A study of 40 primary health center
Page 57 and 58: Chapter 3 METHOD Purpose of the Stu
Page 59: determine the CEO's perception of l
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
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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
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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
Page 107 and 108: transactional. Furthermore, Volkman
Page 109 and 110: 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
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Eagly, A. (2003). Transformational,
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Hater, J., & Bass, B. M. (1988). Su
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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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