TRANSFORMATIONAL LEADERSHIP AND ENERGIZING ORGANIZATIONAL LEARNING: EMPIRICAL MODEL FOR IMPROVING COMMUNITY-BASED ECO-TOURISM PERFORMANCE IN INDONESIA

2021 ◽  
Vol 38 (4) ◽  
pp. 1135-1142
Author(s):  
Aneu YULIANEU ◽  
◽  
Augusty Tae FERDINAND ◽  
Ratno PURNOMO ◽  
◽  
...  
Keyword(s):  
Transformational Leadership ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Learning Process ◽  
Field Survey ◽  
Organization Performance ◽  
Community Based ◽  
Tourism Sector ◽  
Tourism Organization ◽  
Tourism Community

This paper aimed to examine the effect of transformational leadership, energizing organizational learning and teamwork efficacy on improving Indonesia community-based eco-tourism organization performance. A field survey was conducted in the Tasikmalaya tourism sector. A total of 205 eco-tourism workers were surveyed to obtain data. This study offered a conceptual model for variable proposed to improve the eco-tourism community performance. The findings show that transformational leadership and energizing the organizational learning process positively affects organizational performance in the eco-tourism community. The author argues that energizing the organizational learning process mediates the relation between transformational leadership and organizational performance. This study addressed gaps in transformational leadership literature and practices by examining the interactions between energizing organizational learning process and eco-tourism workers teamwork's efficacy.

scholarly journals Influence of Transformational Leadership Perception in Employee Performance: Perception of Learning Organizations and Innovations as Mediator (Study in CV. Amigo Mangesti Utomo)

2019 ◽  
Vol 6 (5) ◽  
pp. 792
Author(s):  
Ogy Septiadi ◽  
Heru Kristanto
Keyword(s):  
Transformational Leadership ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Structural Equation ◽  
Employee Performance ◽  
Equation Model ◽  
Research Approach ◽  
Leadership Perception ◽  
Permanent Employees ◽  
One Year

The purpose of this research was to determine the effect of transformational leadership on organizational performance :mediation of  organizational learning and innovation ( Study in CV. Amigo Mangesti Utomo ). The research approach used is a type of empirical research, with data collection methods used by survey techniques, using a Likert scale in the survey with a rating interval between scores of 1-5, where score 1 indicates a very dissatisfied perception while score 5 indicates a very satisfied perception. The sample in this research is permanent employees (who work more than one year) in CV. Amigo Mangesti Utomo. The analysis method used to determine the relationship between variables is path analysis using the structural equation model (SEM) method and the AMOS program. The results of testing the hypothesis are as follows: 1. The variable of transformational leadership perception has a positive and significant effect on innovation, 2. The variable of transformational leadership perception has a positive and significant effect on innovation, 3. The variable of organizational learning perception shows results that have no significant effect on innovation, 4. Variable perception of organizational learning has a positive and significant effect on employee performance, 5. Innovation variable has a positive and significant effect on employee performance.

scholarly journals The Effect of Organizational Innovation and Organizational Learning on Organizational Performance

2021 ◽  
Vol 1 (2) ◽  
pp. 27-37
Author(s):  
MOHAMMAD DAUD ALI ◽  
DR. SYED IMAD SHAH ◽  
DR. SHAHID JAN ◽  
MUHAMMAD ILYAS
Keyword(s):  
Organizational Learning ◽  
Organizational Performance ◽  
Organizational Innovation ◽  
Positive Impact ◽  
The Other ◽  
Organization Performance ◽  
Review Of Literature ◽  
Organization Learning ◽  
Innovation Capacity ◽  
The Impact

This research tries to investigate the influence of organizational learning on innovation on one hand and the impact of innovation on performance on the other. Upon the review of literature, two hypotheses projected in pursuit of the research: the positive impact of organizational learning on innovation as well as the co relational effect of innovation with performance. Data was obtained distributing questionnaires in five public sector universities of Peshawar, Khyber Pakhtunkhwa, Pakistan. Conclusions substantiate hypotheses thus provided additional substantiation that organizational learning has a say in innovation capacity, and also the fact that innovation is positively associated to organization learning (R2 = 0.65) and coefficient β is 0.31 this clearly show that innovation leads to organization learning, on the other hand organization learning has positively associated to organization performance (R2 = 0.70) and coefficient β is 0.54 this means that organization learning leads to organization performance, and has positive significant effect on financial performance

Organizational learning through transformational leadership

2016 ◽  
Vol 23 (4) ◽  
pp. 232-248 ◽  
Author(s):  
Muhammad Kashif Imran ◽  
Muhammad Ilyas ◽  
Usman Aslam ◽  
Ubaid-Ur-Rahman Ubaid-Ur-Rahman
Keyword(s):  
Transformational Leadership ◽  
Knowledge Management ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Process Capability ◽  
Management Process ◽  
Intensive Culture ◽  
Content Type ◽  
Knowledge Intensive ◽  
The Relationship

Purpose The transformation of firms from resource-based-view to knowledge-based-view has extended the importance of organizational learning. Thus, this study aims to develop an organizational learning model through transformational leadership with indirect effect of knowledge management process capability and interactive role of knowledge-intensive culture. Design/methodology/approach Different statistical analyses were done to check the direct, indirect and interactive effects on 204 valid responses. Findings The results are clearly depicting that transformational leadership has significant positive impact on organizational learning and knowledge management process capability, and partially mediates the relationship between transformational leadership and organizational learning. Additionally, knowledge-intensive culture has strengthened the relationship between transformational leadership and knowledge management process capability. Originality/value This is an overarching and unique conceptual model. After examining the importance of organizational learning in the context of innovative ability, competitive advantage, creativity and organizational performance, management has to initiate steps to induct transformational leaders, develop knowledge-intensive culture and introduce knowledge management processes to boost learning environment in organizations.

scholarly journals The Effects of Transformational Leadership on Organizational Performance: Testing the Mediating Effects of Knowledge Management

2021 ◽  
Vol 13 (14) ◽  
pp. 7981
Author(s):  
Mahmut Kılıç ◽  
Orhan Uludağ
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Knowledge Management ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Structural Equation ◽  
Human Resources Management ◽  
Time Lag ◽  
Performance Testing ◽  
Equation Modeling

Transformational leadership is a sustainable and exemplary form of leadership that liberates subordinates’ ideas, enables subordinates to view problems from a different perspective, helps adaptation to changing environments, and increases Human Resources Management effectiveness in public and service institutions. The effects of transformational leadership on organizational performance by means of knowledge management have been examined in this study on the northern Cyprus Security Forces. In addition, the study aims to analyze the relationships between transformational leadership, knowledge management, organizational performance, job satisfaction, organizational learning, and knowledge creation processes. The questionnaire was conducted in three different periods using a time-lag method, and data were collected from 1229 employees for this study. The collected data were analyzed using structural equation modeling (Lisrel 8.54). The findings of the research include 17 hypotheses that were supported, and 1 hypothesis that was not. In addition, it was determined that organizational learning, knowledge management, and job satisfaction mediate the effect of transformational leadership on organizational performance.

scholarly journals Transformational leadership influence on organizational performance through organizational learning and innovation

2012 ◽  
Vol 65 (7) ◽  
pp. 1040-1050 ◽  
Author(s):  
Víctor Jesús García-Morales ◽  
María Magdalena Jiménez-Barrionuevo ◽  
Leopoldo Gutiérrez-Gutiérrez
Keyword(s):  
Transformational Leadership ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Leadership Influence

scholarly journals Strategies for Facing Environmental Dynamics in the Industrial Age 4.0 Using Learning Organization

Profit ◽  
2021 ◽  
Vol 15 (02) ◽  
pp. 14-23
Author(s):  
Langgeng Setyono ◽  
Abd Qodir Muslim ◽  
Yuyun Pujiastuti
Keyword(s):  
Organizational Learning ◽  
Human Resources ◽  
Organizational Performance ◽  
Human Resource Development ◽  
Learning Organization ◽  
Learning Process ◽  
Business Environment ◽  
Business World ◽  
Conceptual Skills

Competition in the industrial era 4.0 or today's distracting era is a necessity, especially in the business world. Thus, companies must prepare qualified and responsive human resources to change because they are needed in maintaining the existence and productivity of the company is facing the dynamics of business competition. Namely human resources who have conceptual skills, humans’ skills, technical skills, and technological literacy. Many factors can support the development of organizations and human resources, for example, a strong organizational culture and learning organizations. The implementation of learning organization in a company aims to develop the quality of human resource development and the quality of organizational performance because it can accelerate the organizational learning process and increase its ability to adapt to change and anticipate changes in the dynamics of the business environment in the future. Knowledge-based HR development requires a learning process based on self-learning and organizational learning. The competitive advantage obtained by developing human resources owned and carried out by the company can be used as a source of strength in facing competition and the dynamics of the business environment in the industrial era 4.0 which is complex and not easily imitated by competitors.

scholarly journals Mediating effect of knowledge sharing between participative decision making, transformational leadership and organization performance

2014 ◽  
Vol 1 (1) ◽  
pp. 1-5 ◽  
Author(s):  
Tahira Nazir ◽  
Syed Fida Hussain Shah
Keyword(s):  
Decision Making ◽  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Management Practices ◽  
Survey Instrument ◽  
Mediating Effect ◽  
Successful Implementation ◽  
Organization Performance ◽  
The Impact

This is the era of information economy. Performance of the organization is credited to knowledge and information. Intellectual capital is considered to be the most important assets. But dilemma is that only some organization focus on generation and preservation of knowledge. Participative decision making and transformational leaders are great tools of successful implementation of Knowledge management practices. This study is intended to study the impact of the impact of Knowledge Sharing, Participative Decision Making and Transformational Leadership on Organization Performance. A survey instrument covering knowledge sharing (KS), participative decision making (PDM), transformational leadership (TL), and organizational performance was developed. Data was collected by postal and personal surveys from health, education, manufacturing, telecom, and financial sector of Gujranwala and Lahore region of Pakistan using stratified random sampling technique. Sample size was 300 and 245 complete questionnaires were received back with response rate of 81.7%. The survey instrument used for the study was shown to be valid and reliable. Statistical analytical tools like (kindly mention all the tools) were used. Results of data analysis proposed a correlation between  This study is probably the first to understand the impact of KM practices on organizational performance. It offers valuable information about KM to all the organizations particularly those operating in Pakistan.

scholarly journals Analisis Dampak Kepemimpinan Transaksional Dan Transformasional Terhadap Pembelajaran Organisasi Pada Pt Bangun Satya Wacana Surabaya

2010 ◽  
Vol 3 (3) ◽  
Author(s):  
Irra Chrisyanti Dewi ◽  
Nuri Herachwati
Keyword(s):  
Transformational Leadership ◽  
Organizational Learning ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Learning Process ◽  
Information Acquisition ◽  
Transactional Leadership Style ◽  
Transformational Leadership Style ◽  
Learning And Change ◽  
The Impact

This study links the important field of management research empirically, namely the various scope theory of leadership and organizational learning process. Specifically, this study discusses three things: 1) the impact of transactional leadership, and 2) transformational leadership on organizational learning processes, and 3) whether the influence of transformational leadership is stronger than transactional leadership. The results show that transactional leadership is more powerful in explaining variation and change of employee behavior toward organizations learning, compared with transformational leadership. Ability of transactional leadership style explain variations of organizational learning and change by 10.2%, whereas the ability of transformational leadership style explain variations of organizational learning and change of 5.9%. These findings depict an exchange-based approach to leadership and employee needs to do the job, it will be better to create the employee to make the learning process both in the process of information acquisition, information distribution, information interpretation, and creating changes in behavior and knowledge of employees.

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