Learning strategies as predictors of transformational leadership: the case of nonprofit managers

Abstract

Purpose – The purpose of this study is to explore the intersection between managers' learning strategies and their organizational leadership practices in a nonprofit context.Design/methodology/approach – Survey methodology was utilized including items from the multi‐factor leadership questionnaire and the learning tactics inventory. The survey was administered to a sample of nonprofit professional at various managerial levels.Findings – Findings illustrate that effective learning from experience is significantly predictive of transformational leadership. Further analysis reveals that frequent use of thinking and action learning strategies have positive and significant relationship to transformational leadership in nonprofit managers.Research limitations/implications – Numerous authors have discussed the connections between effective learning and transformational leadership, but there has been insufficient empirical research to investigate the nature of this relationship. Brown and Posner's preliminary res...