Transformational leadership and job‐related learning

Abstract

Various empirical studies have examined transformational leadership on the effects of followers and organisations. Transformational leadership has been related to individual attitudes and behaviors such as satisfaction with leaders, organisational citizenship behavior, organisational commitment, motivation, trust in leader, creativity, performance, employee involvement, and empowerment. It has also been linked to such organisational outcomes as innovation, change, productivity, ethical climate, and organisational learning.Organisational learning occurs at three levels: individual, group, and organisational. The focus of the present study is on the individual level-job-related learning. Job-related learning is a measure of individual job behavior pertaining to acquisition of knowledge and skills and enhancement of job performance within the context of the individual's workplace. It argues that transformational leadership inculcates individuals' drive to learn.The aim of the study is to examine the relationship between transformational leadership and jobrelated learning. Transformational leadership is composed of four unique but interrelated facets--idealised influence, individualised consideration, inspirational motivation, and intellectual stimulation. The research results support the hypothesis that transformational leadership is positively related to job-related learning. The implications of the research findings and suggestions for future research are discussed.

Authentic leadership and thriving among nurses: the mediating role of empathy

“…This finding is in line with earlier studies, which demonstrate the influence of leadership on employees' learning behaviour and motivation to learn (Loon et al . ). Moreover, our results confirm the positive relationship between leadership and vitality (Hamilton & Schriesheim ).…”

“…Previous studies have also suggested an association between leadership and job related learning (Loon et al . ) and between leadership and vitality at work (Carmeli et al . ).…”

The Role of Leader Emotional Intelligence in Organizational Learning: A literature Review Using 4I Framework

“…Additionally, leaders are responsible for creating a climate that is conducive to learning (Castiglione, 2006; Loon et al, 2012). When leaders possess considerable emotional skills in addition to technical competence, they can motivate employees by providing them a psychologically safe environment (Pisano et al, 2001).…”

Learning-Oriented Leadership: Managers as Facilitators of Human Resource Development in Daily Work

“…In general, these studies use questionnaires and survey data to examine the occurrence of transformational leadership and its correlations with learning and organizational performance (cf. Raes et al, 2013;Loon et al, 2012;Thuy Pham & Swierczek, 2006). In line with Bass's model, these studies find that transformational behaviours are positively linked to learning and innovation, whereas transactional behaviours are not (Amitay, Popper & Lipshitz, 2005;Jung, Chow & Wu, 2003).…”

“…In this respect, the support from managers has especially been highlighted as important for promoting and enhancing individual and collective learning (Eraut, 2011;Loon, Mee Lim, Heang Lee & Lian Tam, 2012). Popular designations for this new leadership are transformational and transactional leadership (Bass, 2000;Loon et al, 2012), developmental leadership (Gilley, Shelton & Gilley, 2011;Larsson et al, 2003), managers as teachers (Agashae & Bratton, 2001), managers as facilitators of learning (Cohen, 2013;Ellinger & Bostrom, 2002), managers as developers (Warhurst, 2013), and managers as coaches (Ladyshewsky, 2010).…”