LEADERSHIP CHARACTERISTICS OF ... - Drake University
LEADERSHIP CHARACTERISTICS OF ... - Drake University
LEADERSHIP CHARACTERISTICS OF ... - Drake University
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Pearson's Correlation Coefficient Between Transformational,<br />
Transactional, and Passive-Avoidant Leadership Styles<br />
Transformational Pearson Correlation 1<br />
Leadership<br />
N=61 Sig . (2-tailed)<br />
Transformational Transactional Passive-Avoidant<br />
Leadership Leadership Leadership<br />
Transactional Pearson Correlation 1<br />
Leadership (unweighted mean) .492(**)<br />
N=61 Sig . (2-tailed)<br />
.ooo<br />
Passive-Avoidant Pearson Correlation<br />
Leadership (unweighted mean) -.709(**) -.a92<br />
N=61 Sig. (2-tailed)<br />
.ooo .479<br />
** Correlation is significant at the 0.01 level (2-tailed).<br />
* Correlation is significant at the 0.05 level (2-tailed).<br />
Relative to others outside of this study who completed the MLQ,<br />
hospital CEOs were rated at or above the 5oth percentile (Table 8) for<br />
transformational and transactional leadership behaviors in six out of seven<br />
profile areas when compared with 2080 other rated individuals (Bass &<br />
Avolio, 2000). Hospital CEOs were rated at or below the 5oth percentile for<br />
passive-avoidant leadership profile areas. These findings indicate that<br />
hospital CEOs had stronger profiles in transformational and transactional<br />
leadership behaviors when compares to a meta-analysis research<br />
population and that the hospital CEOs had less passive-avoidant<br />
behaviors when compared to that same group. Additionally, hospital<br />
CEOs ranked at or above the 50" percentile based on others' ratings for<br />
extra effort (50th percentile), effectiveness (80th percentile) and satisfaction<br />
(60'~ percentile). These results place hospital CEO mean scores above