Transformational leadership, learning, and employability

2011

PurposeNumerous empirical works have found evidence to support a positive relationship between managers' transformational leadership behaviour and employees' individual performance. Studies have also begun to examine the process by which the effects on performance ultimately take place. This research aims to move forward in this direction. The paper aims to analyse the mediating role of a contextual variable (organizational learning capability) and a subordinate characteristic (employability) in the relationship between transformational leadership and individual performance.Design/methodology/approachThe hypothesis was tested through a sample of 795 workers from 75 university departments, u…