LEADERSHIP CHARACTERISTICS OF ... - Drake University

Raw scores on the MLQ and RVS were analyzed generating mean
scores. Due to the sample size, significance was identified at the .05 level
(Gall et al., 2003). The data was analyzed and scores correlated on the
measured variables (MLQ) that represented leadership style and the
independent variables. The independent variables were measured in the
form of categories. A nominal scale was used for gender (malelfemale)
and hospital setting (urban, rural referral, rural, critical access). An
interval scale was used for age, years of experience, and hours of training,
and hospital size. The dependent variables of leadership styles were
measured on an interval scale. These scores were averaged to create a
mean score between 0-4 for each of the nine profile areas. From those
areas, the leaders' strengths were identified relative to transformational,
transactional or passivelavoidant leadership. Mean scores were calculated
for the outcome measures of extra effort, effectiveness and satisfaction as
related to the CEO being assessed.
The mean score of each leadership style (transformational,
transactional, passive-avoidant) was then compared to the quadrant
tendency (instrumental individualist, instrumental collectivist, terminal
individualist, terminal collectivist) of CEO's self-perceived values as
indicated on the RVS. The leadership style results were compared to the
results of the RVS, when bracketed as individualism or collectivism, to
assess the relationship between values and leadership style.
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