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Transformational Leadership and Job-related Learning

Loon, Mark and Lim, Y.M. and Lee, T.H. and Tam, C.L. (2012) Transformational Leadership and Job-related Learning. Management Research Review, 35 (3/4). pp. 192-205. ISSN 2040-8269

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Abstract

Purpose – The purpose of this paper is to examine specifically the impacts of transformational leadership on job-related learning at the individual level. Design/methodology/approach – Aquestionnaire survey was conducted. The survey questionnaire contained measurements of job-related learning (JRL) and the five dimensions of transformational leadership: idealized influence attributed (IIA), idealized influence behavior (IIB), individualized consideration (CON), inspirational motivation (INSPIRE), intellectual stimulation (INTSTIM). Data were collected from 400 individuals of various organizations on a voluntary and anonymous basis. Findings – The research results showed that the dimensions of IIB and CON were two significant predictors to job-related learning. Research limitations/implications – All of the data collected in the present study are gathered from a single source through a common method (i.e. a Likert-scale questionnaire). Also, the use of a cross-sectional design in the present study restricts inferences being drawn regarding the causal relationships between transformational leadership and job-related learning. Practical implications – It seems that leaders are able to enhance job-related learning among the employees when they recognize the growth needs of their followers and provide them with personal guidance and goal-directed development. The findings imply that if a high learning orientation in an organisation is desired, transformational leadership would be the type of leadership needed in the organization. Originality/value – The present study does provide some evidence that some dimensions of transformational leadership are more influential on job-related learning than the others.

Item Type: Article
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Uncontrolled Keywords: Learning organizations, Transformational leadership, Workplace learning, Job-related learning, Idealized influence attributed, idealized influence behavior, individualized consideration, inspirational motivation, intellectual stimulation, survey, work, learning
Subjects: H Social Sciences > H Social Sciences (General)
Divisions: Academic Departments > Worcester Business School
Depositing User: Mark Loon
Date Deposited: 28 Oct 2013 11:41
Last Modified: 18 May 2016 09:53
URI: https://eprints.worc.ac.uk/id/eprint/2630

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