LEADERSHIP CHARACTERISTICS OF ... - Drake University

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Given these demographics, the results of the MLQ were next examined to determine the leadership styles of the CEOs. Leadership styles were then compared with identified factors to address the stated hypotheses. MLQ Results Sixty-three CEOs completed the MLQ. Findings were examined in nine profile areas and the three broad leadership areas of transactional, transformational and passive-avoidant leadership. Additionally, CEOs selected 290 individuals familiar with the CEOs' leadership work to complete the MLQ about their respective CEO. The participants rated the leaders on a frequency scale of 0-4, with 0 indicating that a defined behavior occurred "not at all"; 1, it occurred "once in a while;" 2, it occurred "sometimes;" 3, it occurred "fairly often;" and 4, it occurred LLfrequently, if not always." The results in Table 6 indicate that raters scored hospital CEOs as having a higher mean for transformational behaviors (mean 3.23, S.D .428, N=61) compared to transactional or passive-avoidant behaviors. The mean of observed transactional leadership behaviors, rated by the same individuals, was 2.40 with a S.D. of ,373. Finally, passive-avoidant leadership behaviors had a rated mean of .92 with a S.D. of .59 (Table 6). 69
Table 6 Mean and Standard Deviations of Raters' Scores of CEOs on MLQ Mean Std. Deviation N Minimum Maximum Transformational Leadership 3.2267 .42809 61 1.1333 3.7667 Transactional Leadership 2.3975 .37302 61 1 -2500 3.4000 Passive-Avoidant Leadership 92182 .59067 61 .0625 3.2083 A Pearson's correlation coefficient was calculated for the relationship among the three leadership styles of transformation, transactional and passive-avoidant leadership (Table 7). A strong negative correlation was found (r = -.709, p c.001) between transformational leadership and passive-avoidant leadership, suggesting that transformational leaders were less likely to also be passive-avoidant leaders. A moderate positive correlation was noted (r = .492, p
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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
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of intelligence, will and character
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Research showed that no traits were
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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
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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: eported a mean of 98.04 hours of le
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Page 85 and 86: Table 9 Pearson's Correlation Coeff
Page 87 and 88: groups (50 years of age). Variabili
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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
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
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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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