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

Samah Chemli Horchani, Sinda Ben Sedrine Doghri () and Amna Ghanney ()
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Samah Chemli Horchani: Faculty of Economics and Management Sciences of Tunis FSEGT, Laboratory of Innovation Strategy Entrepreneurship Finance and Economics LISEFE, Tunis El-Manar University, Tunisia
Sinda Ben Sedrine Doghri: ��Higher Institute of Management of Tunis ISGT, Research in Business Relationships & Economics ARBRE, 04/UR/06-10, Tunis University, Tunisia
Amna Ghanney: ��Higher Institute of Management of Tunis ISGT, Research in Business Relationships & Economics ARBRE, 04/UR/06-10, Tunis University, Tunisia

Journal of Enterprising Culture (JEC), 2022, vol. 30, issue 03, 279-319

Abstract: 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 (OI). 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 OI 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.

Keywords: Transformational leadership; organisational learning; open innovation; organisational performance; entrepreneurial leadership (search for similar items in EconPapers)
Date: 2022
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DOI: 10.1142/S0218495822500091

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