Transformational Leadership and Organisational Performance: The Combined Impact of Organisational Learning and Open Innovation

被引：0
作者：
Horchani, Samah Chemli [1 ]
Doghri, Sinda Ben Sedrine [2 ]
Ghanney, Amna [2 ]
机构：
[1] Tunis El Manar Univ, Fac Econ & Management Sci Tunis FSEGT, Lab Innovat Strategy Entrepreneurship Finance & E, Tunis, Tunisia
[2] Tunis Univ, Higher Inst Management Tunis ISGT, Res Business Relationships & Econ ARBRE, 04 UR 06-10, Tunis, Tunisia
来源：
JOURNAL OF ENTERPRISING CULTURE | 2022年 / 30卷 / 03期
关键词：
Transformational leadership; organisational learning; open innovation; organisational performance; entrepreneurial leadership; ENTREPRENEURIAL LEADERSHIP; KNOWLEDGE MANAGEMENT; MARKET ORIENTATION; MULTIPLE LEVELS; MEDIATING ROLE; TRANSACTIONAL LEADERSHIP; COMPETITIVE ADVANTAGE; SERVANT LEADERSHIP; JAPANESE FIRMS; STRATEGY;
D O I：
10.1142/S0218495822500091
中图分类号：
F [经济];
学科分类号：
02 ;
摘要：
This work deals with the effect of transformational leadership (TL) on organisational performance (OP) through the mediating roles of organisational learning (OL) and open innovation (OD. Data was collected from 202 respondents in Tunisian enterprises using non-probabilistic convenience sampling. Based on structural equation modelling, the findings demonstrate a positive effect of TL on OP through an OI mediation. The study highlighted the direct and indirect effects of TL on OP through a double partial mediation of CH and OL. The document sheds new light on the gaps between TL and entrepreneurial leadership, not as a continuum, but as coexisting entrepreneurial leadership styles.
引用
收藏
页码：279 / 319
页数：41
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