LEADERSHIP CHARACTERISTICS OF ... - Drake University

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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. 63
Pearson's correlation coeRcient was calculated to determine the relationships among the results for leadership style and independent variables. Independent-samples T tests, one-sample T tests, and ANOVAs were conducted to allow the researcher to describe and explore the relationships between each of the nine leadership areas and various independent variables. This allowed the researcher to study how these factors, singly and in combination, affected the outcome variable of leadership style. Bivariate correlation coefficients, multiple correlation coefficients, and tests of significance were used to assess the degree and direction of the relationships. Hospital size and setting and CEO age, gender, experience and training were separately considered in multiple analyses of variance and T tests. Relevant correlations include those indicated in Table 2. 64
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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
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and throughout the state to address
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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 and 70: Rokeach initially stated that value
Page 71 and 72: oth the terminal and instrumental d
Page 73: associates with a preference (not r
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,
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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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LEADERSHIP CHARACTERISTICS OF ... - Drake University

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