The full mediation of organizational culture between leadership and organizational learning
Research hypothesis
The relationship between transformational and transactional leadership and organizational learning
According to the discussion in "the relationship between transformational, transactional leadership and organizational learning," the following hypotheses are set forth:
Hypothesis 18:
Transformational leadership promotes organizational learning, and there is a significant positive correlation between them.
Hypothesis 19:
Transactional leadership promotes organizational learning, and there is a significant positive correlation between them.
The mediation of organizational culture
According to the mediating effect of organizational culture covered in Section 4.1, the following hypotheses are set forth:
Hypothesis 20:
Organizational culture plays a mediating role when transformational leadership influences organizational learning.
Hypothesis 21:
Organizational culnire plays a mediating role when transactional leadership influences organizational learning.
142 The generative mechanism of organizational learning
Research method
Subjects
We distributed 236 questionnaires to 13 companies in Beijing, Shandong Province and Jiangsu Province. After 12 invalid questionnaires were excluded, we recovered 224 questionnaires with an effective rate of 94.9%. Specifically, state-owned companies accounted for 21.9%, private companies 40.2%, foreign-funded companies 10.2% and other companies 27.7%; 83.0% subjects are first-line employees, 12.5% front-line managers and 4.5% middle and high-level managers; 49.6% of subjects have worked for less than 3 years, 44.2%, 3-7 years and 6.2% more than 7 years; 32.1% have a junior college degree and below; 55.4% a bachelor's degree; and 12.5% above a bachelor’s degree; 52.2% are male and 47.8% female. In terms of company scale, 88.4% have 1500 people, 7.6% have between 500 and 2000 employees; 7.1% of the employees are in the start-up stage, 57.6% in the growth stage, 19.7% in the mature stage and 15.6% in the re-innovation stage.
MEASURES
The transformational leadership and transactional leadership scale are based on the Transformational Leadership Questionnaire and Transactional Leadership Questionnaire of Bass (1998). Cameron and Quinn's (1999) scale that included 20 items was used as the organizational culture scale. The organizational learning scale was based on a 29-item questionnaire developed in this study. The Likert five-point scoring method was used in the scale, and the subjects were asked to evaluate the compliance with their own units. The coefficient a of the organizational learning scale is 0.97, the coefficient a of the transformational leadership scale is 0.95, the coefficient a of the transactional leadership scale is 0.65 and the reliability coefficient a of the organizational culmre scale is 0.98. It shows that the reliability of each scale meets the basic requirements of metrics.
Research method
Statistical analysis and structural equation modeling were conducted by using SPSS 10.0 and AMOS 4.0.
