Transformational leadership and job-related learning

Purpose - The purpose of this paper is to examine specifically the impacts of transformational leadership on job-related learning at the individual level. Design/methodology/approach - A questionnaire survey was conducted. The survey questionnaire contained measurements of job-related learning (JRL) and the five dimensions of transformational leadership: idealized influence attributed (IIA), idealized influence behavior (IIB), individualized consideration (CON), inspirational motivation (INSPIRE), intellectual stimulation (INTSTIM). Data were collected from 400 individuals of various organizations on a voluntary and anonymous basis. Findings - The research results showed that the dimensions of IIB and CON were two significant predictors to job-related learning. Research limitations/implications - All of the data collected in the present study are gathered from a single source through a common method (i.e. a Likert-scale questionnaire). Also, the use of a cross-sectional design in the present study restricts inferences being drawn regarding the causal relationships between transformational leadership and job-related learning. Practical implications - It seems that leaders are able to enhance job-related learning among the employees when they recognize the growth needs of their followers and provide them with personal guidance and goal-directed development. The findings imply that if a high learning orientation in an organisation is desired, transformational leadership would be the type of leadership needed in the organization. Originality/value - The present study does provide some evidence that some dimensions of transformational leadership are more influential on job-related learning than the others.