Abstract
<p>We aim in this study to explore the interaction between three constructs: leadership style, organisational culture, and organisational learning capacity. In addition to that, we investigated the validity of this trio relationship in both public and private Egyptian universities situated in Greater Cairo area. A quota sampling procedure was used to recruit 298 academicians - 186 from public universities and 112 from private universities. Significant correlations were obtained between transformational and transactional leadership style and organisational learning capacity dimensions. However, the moderating effect of organisational culture in the relationship between leadership styles and organisational learning capacity was not reported. Lastly, researchers recommended to Egyptian leaders and decision makers the leadership style and culture type that may enhance the learning capacity in higher education institutes.</p>
Highlights
In the fields of public administration and business the topics of leadership and culture remain two of the most popular concepts for both academics and practitioners
This study focuses on the interaction effect of leadership style and organisational culture and its impact on learning organisations in Egyptian high education institutions
This study reveals that there are significant differences between public and private universities in two factors pertaining to transactional and transformational leadership factors
Summary
In the fields of public administration and business the topics of leadership and culture remain two of the most popular concepts for both academics and practitioners. This is attributed to explicit and implicit inclinations that both concepts are linked to the capability of the learning organisation, which is an integral variable and a sustainable advantage factor that allows competing organisations to survive in the midst of today's global turmoil and overcome ongoing global and national threats in addition to devastating fluxes This study focuses on the interaction effect of leadership style and organisational culture and its impact on learning organisations in Egyptian high education institutions. The academicians were chosen because they are the Egyptian educated elite and the most eligible change agents in the society to adjust and produce learning results in midst of all the occurring turbulences
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