Transformational leadership and job-related learning

Mark Loon; Yet Mee Lim; Teck Heang Lee; Cai Lian Tam

doi:10.1108/01409171211210118

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Transformational leadership and job-related learning

Journal article

Open access

Peer reviewed

Transformational leadership and job-related learning

Mark Loon, Yet Mee Lim, Teck Heang Lee and Cai Lian Tam

Management Research Review, Vol.35(3/4), pp.192-205

2012

DOI: https://doi.org/10.1108/01409171211210118

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Abstract

learning organisations

transformational leadership

workplace learning

job-related learning

idealised influence attributed

idealised influence behaviour

individualised consideration

inspirational motivation

intellectual stimulation

survey

work

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 A questionnaire 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.

Details

Title: Transformational leadership and job-related learning
Authors: Mark Loon (Corresponding Author) - University of Gloucestershire
Yet Mee Lim - Universiti Tunku Abdul Rahman
Teck Heang Lee - HELP University
Cai Lian Tam - Monash University
Publication details: Management Research Review, Vol.35(3/4), pp.192-205
Publisher: Emerald Group Publishing
Date published: 2012
DOI: 10.1108/01409171211210118
ISSN: 2040-8277; 2040-8269
Organisation Unit: School of Business and Creative Industries
Language: English
Record Identifier: 991066783202621
Output Type: Journal article

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Collaboration types: Domestic collaboration; International collaboration
Web Of Science research areas: Management