LEADERSHIP CHARACTERISTICS OF ... - Drake University

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human values even though it achieves only an ordinal scale" (Miethe, There are no meaningful rank-order correlations between individual values, and despite numerous attempts, factor analysis has not produced a consistent set of underlying factors. Research found that test-retest reliabilities for the terminal values of the RVS ranged from .78 three weeks P after the initial survey results to .69 at 14-1 6 months after initial completion of the survey. Additionally, instrumental test-retest reliabilities ranged from .71-.61 across the same period (Rokeach, 1973). Validity studies showed that "individualism-achievement and collectivism-affiliation are underlying dimensions of the RVS for both the terminal and instrumental values" (Johnston, 1995, p. 583). Collectivism is considered to be a culture that describes a tight social framework in which people expect others in groups of which they are a part to look after them and protect them. On the other hand, individualism is considered to be a culture describing the degree to which people prefer to act as individuals rather than as members of a group. Johnston found that the two dimensions, individualism and collectivism, are not single, bipolar dimensions, but are two distinct dimensions. Therefore, the leaders' values can fall more heavily into one of two dimensions (Johnston, 1995). Seventy-two individuals completed the RVS as the researchers attempted to determine the possible value dimensions of the tool. For
oth the terminal and instrumental data, 76 similarity matrices were generated and submitted to multidimensional scaling. lnstrumental values yielded stress coefficients of .I 42, .I 10, .095, .082, and .07. The terminal values yielded coefficients of .I 51, .I 1 3, .092, .082, and .07. These results were plotted, with the resultant two dimensions emerging as individualism and collectivism. These two dimensions will be used as the basis for values analysis in this research and include those listed below. Table 1 Rokeach Values Scale-I ndivid ualism v. Collectivism Factors RVS - Dimensions l ndividualism Gollectivism Imaginative Self-controlled a Intelligent Responsible Instrumental Values Logical Obedient Broad-minded Clean 0 Courageous Helpful Ambitious Polite 0 Capable Honest 0 independent Cheerful Loving Forgiving - Self-respect Mature love Health Salvation Terminal Values 0 Social recognition True friendship Accomplishment Freedom Pleasure World at peace Comfortable life National security Exciting life Wisdom World of beauty Family security Equality Inner harmony
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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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programs at the university, for-pro
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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 and 68: followers satisfy their needs. Ther
Page 69: Rokeach initially stated that value
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
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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,
Page 129 and 130:
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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