LEADERSHIP CHARACTERISTICS OF ... - Drake University

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Evaluator Transformational Transactional Passive- Leadership Leadership Avoidant Leadership Self Mean 3.2267 2.3975 .92 1 8 N 61 6 1 6 1 S.D. Higher level Mean N S.D. Same level Mean N S.D. Lower level Mean 3.2264 S.D. .4181 Unknown Mean 3.2658 S.D. .2436 Total Mean 3.2330 S.D. .3999 .3377 .5312 Hypotheses Hypothesis 7: Hospital CEOs who exhibit transformational leadership styles describe their personal values as collectivist. Hypothesis 2: Hospital CEOs who exhibit transactional leadership styles describe their personal values as individualist. Each CEO completed the Rokeach Values Survey (Rokeach, 1967). Table 11 reflects the mean of each terminal value identified by the CEOs in order of most important to least important. Inspection of the data revealed that the CEOs identified the same top seven of eighteen terminal values (i.e., preferred state of existence) and bottom four terminal values regardless of the gender or age of the CEO, with ages broken into two
groups (50 years of age). Variability occurred across age and gender factors in the middle seven terminal values. Table 1 1 Mean Scores of CEO Self-rated Terminal Values Mean of Mean of Mean of Mean of Mean of All CEOs Female Male CEOsc CEOsl CEOs CEOs Age 50 Age 50 N 59 14 45 28 31 Family security 3.08 3.57 2.93 2.82 3.32 Health & happiness 5.36 5.36 5.36 5.25 5.45 A sense of accomplishment 5.98 5.00 6.29 5.68 6.26 Self-respect 6.05 6.36 5.96 7.1 1 5.1 0 Wisdom 6.86 7.36 6.71 7.89 5.94 Freedom 7.29 6.64 7.49 7.50 7.1 0 Salvation 7.75 6.86 8.02 7.14 8.29 Inner Harmony 8.27 8.71 8.1 3 8.21 8.32 True friendship 8.34 9.57 7.96 8.39 8.29 Mature love 9.12 7.79 9.53 8.89 9.32 A comfortable life 11.51 12.71 11.13 I li .29 11.71 An exciting life 11.53 I 1.43 1 1.56 1 1.64 I 1.42 Equality 12.10 12.00 12.1 3 12.57 11.68 A world at peace 12.64 1 1.93 12.87 12.50 12.77 Social recognition 13.34 13.21 13.38 13.43 13.26 National security 13.59 12.86 13.82 13.61 13.58 Pleasure 13.68 15.21 13.20 13.04 14.26 A world of beauty 14.14 13.93 14.20 13.71 14.52 Instrumental values (modes of behavior, means of achieving terminal values) are reflected in Table 12. While CEOs collectively ranked honesty, responsibility, capability, and courage as their top four instrumental values, variability in these values was seen relative to age and gender. Additionally, values that were ranked at the lowest levels of
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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
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establish ground rules; (2) support
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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 and 82: Table 6 Mean and Standard Deviation
Page 83 and 84: others in transformational and tran
Page 85: Table 9 Pearson's Correlation Coeff
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,
Page 129 and 130: Hater, J., & Bass, B. M. (1988). Su
Page 131 and 132: Johnston, C. S. (1995). The Rokeach
Page 133 and 134: Northouse, P. (2004). Leadership th
Page 135 and 136: 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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