LEADERSHIP CHARACTERISTICS OF ... - Drake University

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Table I 8 Subordinate Measure of Gender Relative to Leadership Style and Outcomes Gender N Mean Std. Std. Error Deviati Mean df Chi- Sig. on square Transformational 14 Leadership female 3.4393 .31736 .04956 1 5.31 9 .021 male 44 3.1521 .65149 ,05041 Transactional Leadership female 14 2.4652 .59603 ,09308 1 1.409 ,235 male 44 2.3212 56534 .04375 Passive-Avoidant Leadership female 14 .5893 .48509 -07576 I 8.246 .004 male 44 .9899 .79976 .06189 Hypothesis 4: A transforma fional leadership style positively relates to recent hours of leadership training. A Pearson's correlation coefficient was calculated examining the relationship between leadership styles as rated by CEO associates and the CEOs' self-reporting of leadership training hours in the preceding three years. Weak and insignificant correlations were found, (r = .165, -.016, -. 1 88, ~ ~005,) for transformational, transactional, and passive-avoidant leadership respectively (Table 1 9). A similar correlation was calculated between CEOs' self-reported training and their self-reported leadership style (Table 20). While weak correlations that were not significant were found for transactional leadership (r = .077, pz.05) and passive-avoidant leadership
(r = -.I 88, p>.05), a weak but significant correlation was found between CEO self-reported leadership training and self-reported leadership style (r = .285, pc.05). The practical implications of these results are ultimately insignificant relative to leadership training hours and leadership style. Table 1 9 MLQ Leadership Styles Related to Leadership Training in the Previous Three Years as Rated by Associates of CEO Transformational Transactional Passive- Leadership Leaders hip Avoidant Leadership Hours of Leadership Pearson Training Correlation .I65 -.016 -.I88 Sig. (2-tailed) .246 .9 1 3 .I81 N 52 52 52 "* Correlation is significant at the 0.01 level (2-tailed). * Correlation is significant at the 0.05 level (2-tailed). Table 20 MLQ Leadership Styles Related to Leadership Training in the Previous Three Years as Self-Rated by CEO Transformational Transactional Passive- Leadership Leadership Avoidant Leadership Hours of Leadership Training Pearson Correlation .285(*) -.077 -. 1 88 Sig. (2-tailed) .03 1 569 .I 62 N 57 57 57 ** Correlation is significant at the 0.01 level (2-tailed). * Correlation is significant at the 0.05 level (2-tailed). Hypothesis 5: Leadership style will not significantly correlate with CEO age. Hypo thesis 6: Leadership style will not significantly correlate with CE 0 total years of experience.
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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
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7. Communicate a clear vision of th
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1990s. Servant leaders were encoura
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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
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: Table 17 Gender Differences Related
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
Page 141 and 142: A Comfortable Life A prosperous lif
Page 143 and 144: 1 2- a little true 3- mostly true A
Page 145 and 146: Dear Hospital CEO: APPENDIX F: CEO
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