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Transformational Leadership and Organisational Performance: The Combined Impact of Organisational Learning and Open Innovation

Author

Listed:
  • Samah Chemli Horchani

    (Faculty of Economics and Management Sciences of Tunis FSEGT, Laboratory of Innovation Strategy Entrepreneurship Finance and Economics LISEFE, Tunis El-Manar University, Tunisia)

  • Sinda Ben Sedrine Doghri

    (��Higher Institute of Management of Tunis ISGT, Research in Business Relationships & Economics ARBRE, 04/UR/06-10, Tunis University, Tunisia)

  • Amna Ghanney

    (��Higher Institute of Management of Tunis ISGT, Research in Business Relationships & Economics ARBRE, 04/UR/06-10, Tunis University, Tunisia)

Abstract

This work deals with the effect of transformational leadership (TL) on organisational performance (OP) through the mediating roles of organisational learning (OL) and open innovation (OI). Data was collected from 202 respondents in Tunisian enterprises using non-probabilistic convenience sampling. Based on structural equation modelling, the findings demonstrate a positive effect of TL on OP through an OI mediation. The study highlighted the direct and indirect effects of TL on OP through a double partial mediation of OI and OL. The document sheds new light on the gaps between TL and entrepreneurial leadership, not as a continuum, but as coexisting entrepreneurial leadership styles.

Suggested Citation

  • Samah Chemli Horchani & Sinda Ben Sedrine Doghri & Amna Ghanney, 2022. "Transformational Leadership and Organisational Performance: The Combined Impact of Organisational Learning and Open Innovation," Journal of Enterprising Culture (JEC), World Scientific Publishing Co. Pte. Ltd., vol. 30(03), pages 279-319, September.
    • Handle: RePEc:wsi:jecxxx:v:30:y:2022:i:03:n:s0218495822500091
    DOI: 10.1142/S0218495822500091
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