THE EFFECT OF TRANSFORMATIONAL LEADERSHIP ON ORGANIZATIONAL PERFORMANCE: THE ROLE OF ORGANIZATIONAL INNOVATION, ORGANIZATIONAL LEARNING AND ABSORPTIVE CAPACITY
DOI:
https://doi.org/10.5281/zenodo.20287433Abstract
Leadership is an important factor affecting organizational innovation. Many studies show that transformational leadership has positive and significant influence on organizational performance. Based on a literature review and previous work, this study aims to investigate study analyzes the influences of transformational leadership on organizational performance through the dynamic capabilities of organizational learning and innovation, the influence of transformational leadership on organizational innovation and to examine whether organizational learning is a moderate between transformation leadership and organizational performance and includes the mediating role of absorptive capacity. Today’s information and knowledge society requires new leaders who can confront a reality based on knowledge and foster innovation to achieve improvements in organizational performance. Our study seeks to fill this research gap by analyzing theoretically and empirically how the leader’s perceptions of different intermediate strategic variables related to (organization performance, organizational innovation absorptive capacity, organizational learning) and innovation influence the relation between transformational leadership and organizational performance.References
Anderson, J. C. and D. W. Gerbing (1988). ‘Structural equation modeling in practice: a review and recommended two-step approach’, Psychological Bulletin, 103 (3), pp. 411–423.
Argyris, C. and D. A. Scho¨ n (1996). Organizational Learning II: Theory, Method, and Practice. London: Addison-Wesley.
Barney, J. B. (1991). ‘Firm resources and sustained competitive advantage’, Journal of Management, 17, pp. 99–120.
Barrett, P. and M. Sexton (2006). ‘Innovation in small, projectbased construction firms’, British Journal of Management, 17, pp. 331–346.
Bass, B. M. (1999). ‘Two decades of research and development in transformational leadership’, European Journal of Work and Organizational Psychology, 8 (1), pp. 9–32.
Bass, B. and B. J. Avolio (2000). MLQ Multifactor Leadership Questionnaire Technical Report. Thousand Oaks, CA: Sage.
Bollen, K. A. (1989). Structural Equations with Latent Variable. New York: Wiley-Interscience.
Bryant, S. E. (2003). ‘The role of transformational and transactional leadership in creating, sharing and exploiting organizational knowledge’, Journal of Leadership and Organizational Studies, 9 (4), pp. 32–44.
Cohen, W. M. and D. A. Levinthal (1990). ‘Absorptive capacity: a new perspective on learning and innovation’, Administrative Science Quarterly, 35, pp. 128–152.
Damanpour, F. and M. Schneider (2006). ‘Phases of the adoption of innovation in organizations: effects of environment, organization and top managers’, British Journal of Management, 17, pp. 215–236.
Downloads
Published
Issue
Section
License
Copyright (c) 2026 Innovative Academy RSC
This work is licensed under a Creative Commons Attribution 4.0 International License.
How to Cite
