LEADERSHIP CHARACTERISTICS OF ... - Drake University

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Table 1 3 Values of Collectivism and Individualism: Means and Correlation with Leadership Style Leadership Style Instrumental Instrumental Terminal Terminal N=54 Individualism Collectivism Individualism Collectivism --- Mean Scores 9.045 9.828 10.22 8.884 Standard Deviation 1.670 1.321 1.438 1.117 Transformational Pearson Leadership Correlation .I25 -.I 18 .088 -.061 Sig. (2-tailed) .367 .397 .527 .660 Mean Score Transactional Pearson Leadership Correlation -.004 .065 -.055 .096 Sig . (2-tailed ) .975 .643 .690 .489 Passive-Avoidant Pearson Leadership Correlation -.I21 .I22 -. 064 .058 Sig. (2-tailed) .383 .381 .647 .679 ** Correlation is significant at the 0.01 level (2-tailed). * Correlation is significant at the 0.05 level (2-tailed). Hospital size, CEO age, years of experience, and leadership training were correlated to instrumental and terminal values using the Pearson's correlation coefficient. A weak positive correlation was found (r = .274, pc.005) between hospital size and instrumental collectivism. A weak negative correlation was found (r = -.266, pc.005) between hospital size and instrumental individualism (Table 14). These findings suggest that the larger the hospital size, the more important the instrumental individualism factors were to the CEO. Likewise, the smaller the hospital size, the more important instrumental collectivism was to the CEO. Yet, the findings appear weak enough to be of little practical value. No other significant correlations existed relative to the examined value scores. 54
'Table 14 Correlations Between Instrumental and Terminal Values and CEO Variables Hospital Size Pearson Correlation Sig. (2-tailed) N Hours of Leadership Pearson Training Correlation Sig. (2-tailed) N Age Pearson Correlation Sig. (2-tailed) N Years of Experience Pearson Correlation Sig. (2-tailed) N ** Correlation is significant at the 0.01 level (2-tailed). * Correlation is significant at the 0.05 level (2-tailed). Instrumental Instrumental Terminal Terminal individualism collectivism individualism collectivism Based on the work of Fredrick and Weber (1 990), the hospital CEOs' values were compared with those of executives, activists and union members. The results (Table 15) indicated that hospital CEOs, executives, and union members include family security and self-respect in their top five values of importance. Hospital CEOs and executives included a sense of accomplishment and health and happiness in their top five values of importance, and only hospital CEOs ranked the value of wisdom in their top five terminal values relative to other leader groups.
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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
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ealization of self interests and th
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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 and 86: Table 9 Pearson's Correlation Coeff
Page 87 and 88: groups (50 years of age). Variabili
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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
Page 133 and 134: Northouse, P. (2004). Leadership th
Page 135 and 136: Wohlers, A., & London, M. (1989). R
Page 137 and 138: 16 . I make clear what one can expe
Page 139 and 140: 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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