Date of Award
Doctor of Education
Dr. Uldis Smidchens
Dr. David Cowden
Dr. Zigmund Kryszak
This study investigated the relationship of preferred interpersonal leadership style of chief board officers (CBOs) as compared to chief executive officers (CEOs) in hospital settings. Futher, the study explored the comparison of preferred interpersonal leadership styles of CEOs in selected areas of position, size of facility, age of the individual, years of experience, and time of last formal education degree. One hundred participants, 50 CEOs and 50 CBOs of hospitals, were surveyed in the study.
The interpersonal leadership style was identified using the four quadrant approach of leadership as reflected by Blake and Mouton (1964), Reddin (1980), and Hersey and Blanchard (1974).
The instruments used to collect the data were the Hersey and Blanchard Leader Adaptability and Style Inventory-Leader Effectiveness and Adaptability Description (LASI-LEAD) instrument as well as a self profile instrument.
The related documents were distributed to 100 participants with a response rate of 72%. The results were used to develop mean scores for each leadership style by groups of chief board officers and chief executive officers. Mean scores for chief executive officer subgroups involving size of facility, age of the individual, length of service, and time of last formal educational degree, were also obtained.
Accordingly, five hypotheses were tested to identify a relationship between perceived interpersonal leadership style and the categories of position, size of facility, age of the individual, length of experience, and when last formal degree obtained was obtained.
A review of the study indicated no support for a relationship between interpersonal leadership style and an organizational position; i.e., chief board officers compared to chief executive officers. Further, there was no support for interpersonal leadership style relationships between chief executive officer's age, years of experience, and when last formal educational degree was obtained.
Finally, the study review revealed that there is a relationship between perceived leadership style and the size of the facility. The results support that chief executive officers in large facilities view Leadership Style 2, identified as high task/high relationship, as a style of greater importance than chief executive officers of small facilities.
Alward, Nelson, "A Preferred Interpersonal Leadership Style: Perceived by a Chief Board Officer as Compared to a Chief Executive Officer in a Hospital Setting" (1986). Dissertations. 2306.