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Leadership Styles, Organisational Culture and Learning Organisational Capability in Education Industry: Evidence from Egypt

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  • Maha Ahmed Zaki Dajani

    (Department of Business Administration, The British University in Egypt (BUE). Cairo, Egypt.)

  • Mohamad Saad Mohamad

    (Department of Psychology, The British University in Egypt (BUE). Cairo, Egypt.)

Abstract

We aim in this study to explore the interaction between three constructs: leadership style, organisational culture, and organisational learning capacity. In addition to that, we investigated the validity of this trio relationship in both public and private Egyptian universities situated in Greater Cairo area. A quota sampling procedure was used to recruit 298 academicians - 186 from public universities and 112 from private universities. Significant correlations were obtained between transformational and transactional leadership style and organisational learning capacity dimensions. However, the moderating effect of organisational culture in the relationship between leadership styles and organisational learning capacity was not reported. Lastly, researchers recommended to Egyptian leaders and decision makers the leadership style and culture type that may enhance the learning capacity in higher education institutes.

Suggested Citation

  • 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.
    • Handle: RePEc:mir:mirbus:v:6:y:2016:i:11:p:42-57
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    References listed on IDEAS

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