LEADERSHIP CHARACTERISTICS OF ... - Drake University

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Pearson's Correlation Coefficient Between Transformational, Transactional, and Passive-Avoidant Leadership Styles Transformational Pearson Correlation 1 Leadership N=61 Sig . (2-tailed) Transformational Transactional Passive-Avoidant Leadership Leadership Leadership Transactional Pearson Correlation 1 Leadership (unweighted mean) .492(**) N=61 Sig . (2-tailed) .ooo Passive-Avoidant Pearson Correlation Leadership (unweighted mean) -.709(**) -.a92 N=61 Sig. (2-tailed) .ooo .479 ** Correlation is significant at the 0.01 level (2-tailed). * Correlation is significant at the 0.05 level (2-tailed). Relative to others outside of this study who completed the MLQ, hospital CEOs were rated at or above the 5oth percentile (Table 8) for transformational and transactional leadership behaviors in six out of seven profile areas when compared with 2080 other rated individuals (Bass & Avolio, 2000). Hospital CEOs were rated at or below the 5oth percentile for passive-avoidant leadership profile areas. These findings indicate that hospital CEOs had stronger profiles in transformational and transactional leadership behaviors when compares to a meta-analysis research population and that the hospital CEOs had less passive-avoidant behaviors when compared to that same group. Additionally, hospital CEOs ranked at or above the 50" percentile based on others' ratings for extra effort (50th percentile), effectiveness (80th percentile) and satisfaction (60'~ percentile). These results place hospital CEO mean scores above
others in transformational and transactional leadership and below others in passive-avoidant leadership areas. Table 8 Comparison of Means Between Hospital CEOs' Leadership Profiles, Lowe and Kroeck's Meta-analysis, and Bass's MLQ Findings Profile Areas Hospital Lowe & Percentile Score of CEO Kroeck's CEOs relative to Mean means Bass's findings Idealized Influence - Attributed 3.1 2 8oth percentile Idealized Influence - Behavior 3.54 2.52 7oth percentile l nspirational Motivation 3.44 80" percentile Intellectual Stimulation 3.1 3 2.48 7oth percentile Individual Consideration 3.31 2.5 5oth percentile Contingent Reward 3.1 7 1.83 80" percentile Management by Exception - Active I .43 Management by Exception - Passive 1.28 3oth percentile 5oth percentile Laissez-faire .583 2.32 40'"ercentile Extra Effort 3.10 NIA 5oth percentile Effectiveness 3.38 NIA 8ot\ercentile Satisfaction 3.32 NIA 6ot\ercentile Gasper's (1 992) completion of a meta-analysis of the MLQ results included 22 studies and revealed a mean transformational leadership score of 2.47 with a S.D. of 0.64. Transactional leadership scores of 2.02 with a S. D. of 0.64 were indicated in that research. Gasper's results are relational, yet much lower than hospital CEOs who demonstrated a
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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
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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 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: Table 6 Mean and Standard Deviation
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
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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
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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