Transactional and transformational leadership impacts on organizational learning

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Transactional and transformational leadership impacts on organizational learning

Author Info

Hugo Zagoršek
Vlado Dimovski
Miha Škerlavaj

Abstract

This study empirically relates two important areas of management research: the full-range theory of leadership and the organizational learning process. Specifically, this contribution addresses three issues: (1) the impact of transformational leadership and (2) of transactional leadership on the organizational learning process and (3) whether the influence of transformational leadership is stronger than of a transactional type of leadership. The results show that transformational leadership has a strong impact on all four constructs of organizational learning. A direct impact is evident only regarding information acquisition and behavioural and cognitive changes.

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Publisher Info
Article provided by Rainer Hampp Verlag in its journal Journal for East European Management Studies.

Volume (Year): 14 (2009)
Issue (Month): 2 ()
Pages: 145 - 165
Download reference. The following formats are available: HTML (with abstract), plain text (with abstract), BibTeX, RIS (EndNote, RefMan, ProCite), ReDIF
Handle: RePEc:rai:joeems:doi_10.1688/1862-0019_jeems_2009_02_zagorsek

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Find related papers by JEL classification:
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M12 - Business Administration and Business Economics; Marketing; Accounting - - Business Administration - - - Personnel Management; Executive Compensation
P20 - Economic Systems - - Socialist Systems and Transition Economies - - - General
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This page was last updated on 2009-11-21.

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