Transformational leadership and learning flows

Abstract

Purpose

This study aims to examine how transformational leadership impacts learning flows that are critical for enhancing the learning capabilities of organizations.

Design/methodology/approach

Data were collected from 502 employees of business organizations located in India. A cross-sectional design was adopted, and partial least squares structural equation modeling (PLS-SEM) was used for data analysis.

Findings

Transformational leadership behavior positively influences feed-forward learning flows in organizations and strengthens their learning stock. Learning stock held by the individuals emerged as a predictor of feed-forward learning flows in organizations and a partial mediator of the relationship between transformational leadership and feed-forward learning flows. The study’s findings suggest transformational leadership encourages feed-forward learning flows through the development of individual learning stock.

Originality/value

This study empirically supports the theoretical claim of transformational leadership behaviors as an important antecedent to fostering organizational learning.

Citation

Hariharan, K. and Anand, V. (2023), "Transformational leadership and learning flows", The Learning Organization, Vol. 30 No. 3, pp. 309-325. https://doi.org/10.1108/TLO-09-2021-0115