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Leadership Styles and Organizational Learning: An Empirical Study on Saudi Banks in Al-Taif Governorate Kingdom of Saudi Arabia

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  • Wageeh A. Nafei
  • Nile M. Khanfar
  • Belal A. Kaifi

Abstract

This paper investigates how two important research streams, namely Leadership Styles (LS) and Organizational Learning (OL), might be related. In other words, LS and OL represent two rich lines of research: one is about how people lead and the other is about how people learn. Specifically, this contribution addresses two issues (1) the evaluative attitudes of the employees towards LS and OL and (2) the relationship between LS and OL. This study was conducted at Saudi banks in Al-Taif Governorate, Kingdom of Saudi Arabia. This research is practical, according to its purpose, and descriptive according to its data collection method. Three groups of employees at Saudi banks were reviewed. Of the 335 questionnaires that were distributed, 285 usable questionnaires were returned, a response rate of 85%. The finding reveals that there are differences among the three groups of employees regarding their evaluative attitudes towards LS and OL. Also, this study reveals that the aspects of LS have a significantly direct effect on OL. Accordingly, the study provides a set of recommendations that included the need for Transactional Leadership Styles (TALS) in general, and Transformational Leadership Style (TFLS) in particular, in order to achieve the best response to the needs and wishes of the workers at Saudi banks to increase their contribution to the achievement of OL on the one hand, and raise the level of their performance and enhance competitive advantage of these organizations on the other hand.

Suggested Citation

  • Wageeh A. Nafei & Nile M. Khanfar & Belal A. Kaifi, 2012. "Leadership Styles and Organizational Learning: An Empirical Study on Saudi Banks in Al-Taif Governorate Kingdom of Saudi Arabia," Journal of Management and Strategy, Journal of Management and Strategy, Sciedu Press, vol. 3(1), pages 2-17, February.
    • Handle: RePEc:jfr:jms111:v:3:y:2012:i:1:p:2-17
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    References listed on IDEAS

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    1. Riaz, Adnan & Haider, Mubarak Hussain, 2010. "Role of transformational and transactional leadership on job satisfaction and career satisfaction," Business and Economic Horizons (BEH), Prague Development Center (PRADEC), vol. 1(1), pages 1-10, April.
    2. Adnan Riaz & Mubarak Hussain Haider, 2010. "Role of transformational and transactional leadership on job satisfaction and career satisfaction," Business and Economic Horizons (BEH), Prague Development Center, vol. 1(1), pages 29-38, April.
    3. Arthur G. Jago, 1982. "Leadership: Perspectives in Theory and Research," Management Science, INFORMS, vol. 28(3), pages 315-336, March.
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    Cited by:

    1. Bader Obeidat & Razan Nofal & Ra’ed Masa’deh, 2018. "The Effect of Transformational Leadership on Entrepreneurial Orientation: The Mediating Role of Organizational Learning Capability," Modern Applied Science, Canadian Center of Science and Education, vol. 12(11), pages 1-77, November.
    2. Nofal Razan Jamil & Bader Obeidat, 2019. "Reviewing the Mediating Role of Organizational Learning Capability on the Effect of Transformational Leadership on Entrepreneurial Orientation," Journal of Business & Management (COES&RJ-JBM), , vol. 7(2), pages 111-136, April.
    3. Maha Ahmed Zaki Dajani & Mohamad Saad Mohamad, 2016. "Leadership Styles, Organisational Culture and Learning Organisational Capability in Education Industry: Evidence from Egypt," International Journal of Business and Social Research, LAR Center Press, vol. 6(11), pages 42-57, November.
    4. Maha Ahmed Zaki Dajani & Mohamad Saad Mohamad, 2016. "Leadership Styles, Organisational Culture and Learning Organisational Capability in Education Industry: Evidence from Egypt," International Journal of Business and Social Research, MIR Center for Socio-Economic Research, vol. 6(11), pages 42-57, November.

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