LEADERSHIP CHARACTERISTICS OF ... - Drake University

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of the followers; act as coach and advisor while assisting individuals in reaching their full potential. Transactional Leadership (consisting of two domains) a. CR - contingent reward. Leader and follower engage in an exchange process in which efforts by followers are exchanged for specific rewards; leaders try to obtain agreement from followers on what needs to be done and what the payoff will be for the people doing it. b. MBE-A - management by exception (active.) Leadership that involves corrective criticism, negative feedback, and negative reinforcement. The active form of MBE has the leader watching closely for mistakes or rule violations and then taking corrective action. Passive/A voidant Leadership (consisting of two domains) a. MBE-P - management by exception (passive). Leadership that involves corrective criticism, negative feedback, and negative reinforcement. The passive form of MBE is when the leader intervenes only after standards have not been met or when problems arise. b. LF - laissez-faire. The absence of leadership; a hands off, "let things ride" approach; leader abdicates responsibility, delays decisions, gives no feedback, and makes little effort to help 55
followers satisfy their needs. There is neither exchange with the followers nor any attempt to help them grow. The MLQ model suggests that leaders display each style to some extent. The results of the survey represent how frequently a leader displays a particular style of leadership. The leader with an optimal leadership profile rarely utilizes laissez faire leadership, demonstrating instead a higher frequency of transactional and even greater frequency of transformational leadership components. The survey results are first reported using average aggregate scores ranging from 0-4. Scores are separated into different rater groups (self, peer, superior, subordinate), and comparisons are made relative to the MLQ-recommended optimal leadership (aggregate norms). Individual CEOs responded to 45 questions (four questions in each of the nine profile areas and nine additional questions in the outcome a reas of extra effort, effectiveness, and satisfaction). The respondents were asked to "judge how frequently each statement fits" their perception of themselves. Responses were rated on the following 5-point Likert scale: 0) not at all; I) once in a while; 2) sometimes; 3) fairly often; and 4) frequently, if not always. Sample questions include, "I provide others with assistance in exchange for their efforts," "I am absent when needed," and "I instill pride in others for being associated with me." 56
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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 ........................
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List of Tables Table Page 1 . Rokea
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List of Figures Figure Page 1 . Use
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needs of the present. Research fund
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Page 17 and 18: 1996; Yammarino, 1999), little info
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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 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
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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
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Page 85 and 86: Table 9 Pearson's Correlation Coeff
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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
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Page 107 and 108: transactional. Furthermore, Volkman
Page 109 and 110: This study extended the multi-item
Page 111 and 112: 100 activists and union members. In
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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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