Date of Award
Doctor of Philosophy (PhD)
Irving M. Lane
The present study examined the relations among theoretical antecedents and consequences of transformational leadership style. Thirty hospital CEOs completed questionnaires measuring self-esteem, autonomy, need for achievement, dominance, and hospital strategy. In addition, 214 subordinates rated the leadership style of the 30 CEOs. The hypothesized links between CEO personality and transformational leadership style were not supported. Also, the hypothesized relation between transformational leadership style and organizational effectiveness was not supported. Supplemental analyses revealed a direct relation between CEO self-esteem and organizational effectiveness and between organizational strategy and organizational effectiveness. Specifically, CEO self-esteem was positively related to organizational effectiveness, and a domain-offensive organizational strategy was positively related to organizational effectiveness. Transformational leadership style was not found to moderate these relations. The present study raised questions concerning the psychometric properties of the questionnaire designed to measure transformational leadership style. Limitations, implications, and direction for future research are discussed.
Meibaum, Andrew J. III, "The Antecedents and Consequences of Transformational Leadership." (1993). LSU Historical Dissertations and Theses. 5657.