LEADERSHIP CHARACTERISTICS OF ... - Drake University

More documents

Recommendations

Info

Rokeach Values Survey The Rokeach Values Survey@ (RVS) (Rokeach, 1967) is a tool used to measure the importance of human values. It consists of 18 instrumental (desirable modes of conduct) and 18 terminal (desirable end states) values. Examples of instrumental values include "ambitious (hard working, aspiring)" and "honest (sincere, truthful)." Terminal value examples include, "a comfortable life (a prosperous life)" and "a world of peace (free of war and conflict)." The standard version, Form 1, requires the respondents to rank in order each set of values in terms of their importance as "guiding principles in your life" (Rokeach, 1967, p. 27). The RVS was developed to offer a theoretical perspective on the nature of values in a cognitive framework and a value measurement instrument (Rokeach, 1967). This tool is widely used and accepted by psychologists, political scientists, economists and others interested in "understanding what values are, what people value, and what is the ultimate function or purpose of values" (Johnston, 1995, p. 583). This instrument has broad applicability and has been considered a tool that has construct and predictive validity across a wide variety of populations and settings (Braithwaite & Law, 1985; Cooper & Clare, 1981 ; Feather, 1980, 1986; Feather & Peay, 1 975; Rankin & Grube, 1 980; Rokeach, 1 973). There is much discussion in the literature about the effectiveness of rank order vs. rating of values as it relates to reliability and consistency. 57
Rokeach initially stated that values represent choices people must make in life and that choices are better captured in ranking procedures (Rokeach, 1973). While values rating is easier and faster to administer than values ranking and yields data that is easier to analyze statistically, it is less preferred by researchers. Personal values are considered to be inherently positive constructs with respondents offering little differentiation among values, thereby 'end-piling' the ratings toward the positive end (McCarty & Shrum, 2000). Values' ranking is most effective where the respondents first pick the most and least important values, then rank them (from most to least). This provides more information and less end-piling than in a simple rating procedure (Rokeach, 1973). The fact that the RVS only elicits an ordinal level of measure, and that it is an ipsative measure (i.e., a measure against itself), restricts the type of permissible analysis. lpsative measures violate the assumption of complete independence of score. Also, given the scaling properties, it is not possible to use ordinal measures to discuss the intensity at which people hold certain values. As a result, it is not possible to extract a representative subset of values (Feather & Peay, 1975; Johnston, 1995; Miethe, 2001 ). However, the RVS exhibited less measurement error than a 100-point rating, magnitude estimation, and handgrip scaling procedure. Thus, "rank order scaling is shown to be the best technique for measuring 58
Page 1 and 2:
LEADERSHIP CHARACTERISTICS OF HOSPI
Page 3 and 4:
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 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
Page 65 and 66: transformational factors correlate
Page 67: followers satisfy their needs. Ther
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
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
Page 113 and 114: (1 997) asserted that while females
Page 115 and 116: statistically significant correlati
Page 117 and 118: experience in a variety of settings
Page 119 and 120:
It is also important to note that o
Page 121 and 122:
110 4. Determine if hospital boards
Page 123 and 124:
Bass, B. M. (1 985). Leadership and
Page 125 and 126:
114 Bolman, L., & Deal, T. E. (1997
Page 127 and 128:
Eagly, A. (2003). Transformational,
Page 129 and 130:
Hater, J., & Bass, B. M. (1988). Su
Page 131 and 132:
Johnston, C. S. (1995). The Rokeach
Page 133 and 134:
Northouse, P. (2004). Leadership th
Page 135 and 136:
Wohlers, A., & London, M. (1989). R
Page 137 and 138:
16 . I make clear what one can expe
Page 139 and 140:
16 . Makes clear what one can expec
Page 141 and 142:
A Comfortable Life A prosperous lif
Page 143 and 144:
1 2- a little true 3- mostly true A
Page 145 and 146:
Dear Hospital CEO: APPENDIX F: CEO
show all

LEADERSHIP CHARACTERISTICS OF ... - Drake University

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?