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Organizational learning through transformational leadership

Muhammad Kashif Imran (Department of Management Sciences, Superior University, Lahore, Pakistan)
Muhammad Ilyas (Department of Management Sciences, Superior University, Lahore, Pakistan)
Usman Aslam (Department of Management Sciences, Superior University, Lahore, Pakistan)
Ubaid-Ur-Rahman (Department of Management Sciences, Superior University, Lahore, Pakistan)

The Learning Organization

ISSN: 0969-6474

Article publication date: 9 May 2016

7279

Abstract

Purpose

The transformation of firms from resource-based-view to knowledge-based-view has extended the importance of organizational learning. Thus, this study aims to develop an organizational learning model through transformational leadership with indirect effect of knowledge management process capability and interactive role of knowledge-intensive culture.

Design/methodology/approach

Different statistical analyses were done to check the direct, indirect and interactive effects on 204 valid responses.

Findings

The results are clearly depicting that transformational leadership has significant positive impact on organizational learning and knowledge management process capability, and partially mediates the relationship between transformational leadership and organizational learning. Additionally, knowledge-intensive culture has strengthened the relationship between transformational leadership and knowledge management process capability.

Originality/value

This is an overarching and unique conceptual model. After examining the importance of organizational learning in the context of innovative ability, competitive advantage, creativity and organizational performance, management has to initiate steps to induct transformational leaders, develop knowledge-intensive culture and introduce knowledge management processes to boost learning environment in organizations.

Keywords

Citation

Imran, M.K., Ilyas, M., Aslam, U. and , U.-U. (2016), "Organizational learning through transformational leadership", The Learning Organization, Vol. 23 No. 4, pp. 232-248. https://doi.org/10.1108/TLO-09-2015-0053

Publisher

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Emerald Group Publishing Limited

Copyright © 2016, Emerald Group Publishing Limited

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