The influence of transformational leadership on organizational learning
Literature review and research hypotheses
Research overview of the relationship between transformational leadership and organizational learning
The relationship between transformational leadership and organizational learning has been studied in the literature. Amitay et al. (2005) found that leadership is the defining factor of organizational learning efficiency, but their research focuses on the relationship between departmental leadership style and organizational learning. Vera and Manor (2004) believe that transformational leadership often leads to organizational learning that challenges the status quo, while transactional leadership is more likely to lead to organizational learning that reinforces the status quo. Senge (1990) also discussed that organizational learning needs the coaching leadership. Unfortunately, there are only theoretical analyses, and more empirical research is needed to support them.
The research hypotheses are set forth
This study adopts the five-factor view of transformational leadership of Rafferty and Griffin (2004) and splits the transformational leadership behaviors into five dimensions: vision, inspirational communication, intellectual stimulation, supportive leadership and personal recognition; for the study of organizational learning, we use the six-factor questionnaire with 29 items developed by our study. The following hypotheses are set forth.
Hypothesis 1:
Visionary leadership behavior promotes organizational learning, and there is a significant positive relation between the two.
Hypothesis 2:
There is a significant positive relation between inspirational communication leadership behavior and organizational learning.
Hypothesis 3:
There is a significant positive relation between the intellectually stimulating leadership behavior and organizational learning.
Hypothesis 4:
There is a significant positive relation between supportive leadership behavior and organizational learning.
Hypothesis 5:
There is a significant positive correlation between personally recognized leadership behavior and organizational learning.
