An Experimental Investigation of the Mediating Effect of Organizational Learning on Transformational Leadership and Organizational Resilience

Abstract

Transformational Leadership as an essential component of organizations plays highly supportive role in sustaining organizations’ performance during disastrous conditions through development of organizational resilience. The research study investigates the effect of transformational leadership on organizational resilience with an intervening role of organizational learning as mediator. The study being quantitative exploration involves primary data collection from managerial level employees working in NGOs operating in Lahore, Pakistan, using survey questionnaire. The results of the study lead to conclude that transformational leadership has a direct positive effect on development of resilient NGOs, but the indirect effect, involving organizational learning as mediator, is insignificant. Therefore, under crisis contingencies, transformational leaders tend to support individuals and organizations in order to respond and recover from losses, through motivation, inspiration and provision of strong vision rather than promoting learning and enhancing intellectual resources of the organizational members.

The Role of Adaptive Resilience in the Relationship Between Transformational Leadership, Affective Commitment and Turnover Intention in the Post Covid-19 Era: A Case of Vietnam

“…The evidence proves that the role of leaders and the way that leaders can operate their organizations are extremely important, determining the success of organizational recovery processes after the pandemic in Vietnam. However, this is a repeat of many prior works in countries (Abd-EL Aliem & Abou Hashish, 2021;Madi Odeh et al, 2023;Minh & Long, 2023;Shuja & Abbasi, 2016). It can also be one rare study that confirms a full buffer of organizational adaptive resilience of between transformational leadership and affective commitment (H7, β = 0.325, p = 0.000) based on job demand -resource model with adaptive organizational resilience as job resource (Llorens et al, 2006).…”

“…These adaptable strategies, also known as adaptive resilience, assist companies in overcoming challenging circumstances like the Covid-19 epidemic. However, since Valero et al (2015)'s study in the field of emergency management established empirical evidence on the influence of a transformative leader on a resilient organization, only a few similar studies have been conducted (Abd-EL Aliem & Abou Hashish, 2021;Madi Odeh et al, 2023;Shuja & Abbasi, 2016); especially, Minh and Long (2023) provided empirical pieces of evidence linking transformational leadership with adaptive resilience in a post-crisis era in Vietnam. Numerous earlier studies on turnover have included affective commitment as a mediator (Astuty & Udin, 2020;Lee et al, 2021;Ribeiro et al, 2018); especially, its mediating role in the relationship between transformational leadership and turnover intention has been established (Gyensare et al, 2016;Samuel & Engelbrecht, 2021).…”