Examining the Role of Transformational Leadership and Job Satisfaction in the Organizational Learning of an Automotive Manufacturing Company

Abstract

The prerequisite for continuum organizational change and evolution in today's dynamic and ever changing environments is the presence of intuitive, strategic or in a more clear sense, transformational leaders. Because of the increasing attention to the leadership factor in creating organizational evolution in the world, and considering its role in organizational learning, this research attempts to examine the mutual relation between transformational leadership and organizational learning through correlation research method. With this goal, 120 SAIPA Co. expert staff was randomly selected. Research data after collection using the research questionnaire were analyzed using the Pearson Correlation method, T Test for independent groups, one way variance analysis and systematic regression. Obtained results show that based on SAIPA experts’ opinions, the current condition of transformational leadership and organizational learning is relatively desirable in the aforementioned company. On the other hand, work experience does not create a difference in organizational learning, but gender and education create difference in risk receptivity, exploring reasons for mistake, and taking advantage of experiences and risk receptivity components respectively. In addition, a positive and meaningful relation exists between the components of transformational leadership and organizational learning. Finally, idealized influence (behavior) as one of the dimensions of transformational leadership is the most important predictor of organizational learning.