Transformational Leadership and Job-related Learning

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.