Since the beginning of the 21st century business world and society in general is changing rapidly as never before. The uncertainty of the new competitive environment is dynamic, short-term, uncertain and replacing the natural foundations of the competition. Organizations have to cope with all pressures and have to find their success path through the increasingly complex environment. Organizational learning is one of the crucial processes that facilitate to adapt quickly and conveniently to changing circumstances and enhance survival chance of the organization. Leaders are expected to encourage organizational learning to attain competitive advantage. Organizational learning and transformation affected by positive behaviors of a leader and leads to affirmative upward spirals on them. Previous research represent that organizational learning is associated with different kinds of leadership styles. However, in literature there is not any encountered relationship between Organizational Learning and Authentic Leadership style. The aim of this study is to provide an understanding of the relationship between Organizational Learning and Authentic Leadership style. This research bears the distinction of being the first study that argues the relationship between Authentic Leadership and Organizational Learning; therefore it is an important contribution to the relevant literature in this area. Study was conducted in private sector organizations that operate in banking and insurance sector. The sample of the study is consisted of 200 white collar employees. The results indicated that Authentic Leadership significantly has influence on Organizational Learning.

As we move into the 21st century, increased global competition, rapid developments in the area of information technologies and redesigning of former business processes have deeply affected the way of managing people at workplaces. With the flattening of organizational structures and reduction of management intervention, more responsibilities have been given to the employees for making decisions and managing their daily activities. Besides increasing responsibilities, individuals are expected to be more attached to the goals, objectives and values of their organizations, and also more willing to express their opinions, ideas, suggestions and concern s about workrelated issues. However, building affectively committed workforce and breaking silence by encouraging employees to speak up about critical issues have emerged as crucial management challenges of today's organizations. Numerous theoretical and empirical studies have revealed that attitudinal and behavioral reactions of individuals toward their organizations are mainly influenced by their fairness perceptions. The primary purpose of this study was to investigate the relationship of perceived organizational justice with employee silence and affective commitment. Study was conducted on total 200 white collar employees working in a private sector company. Results indicated that distributive justice has no significant contribution on employee silence and affective commitment. Also, it wa s revealed that procedural justice has significant positive contribution on acquiescent silence and defensive silence. Finally, interactional justice has been found to be a good predictor of employee silence and affective commitment.