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The Relationship between the Learning Organization Dimensions and Transformational Leadership in Petrochemical Industry in Iran

Author Affiliations

  • 1Department of Public Management, Azad University of Kerman, Kerman, IRAN
  • 2 Department of Executive Master of Business Administration,Alborz, IRAN
  • 3 Department of Industrial Management, Islamic Azad University, Firoozkooh, IRAN

Res. J. Recent Sci., Volume 3, Issue (9), Pages 26-33, September,2 (2014)


Nowadays, the external environment for many companies is characterized by turbulence associated with globalization, changing customers and investor demands, increasing product market competition, technology growth, considering knowledge and learning as the main assets of organizations and rapid increasing change and chaos. Some management sages advocated new “generative transformational” forms of learning to deal with an external reality in which everything is constantly evolving or “becoming”. These assumptions rise to the notion of learning organization. However, examining the relationship between learning organization dimensions and other organizational elements makes it possible to draw on suitable strategies in order to improve learning. In this study the relationship between learning organization dimensions in point view of Watkins and Marsick including continuous learning, dialogue and inquiry, team learning, embedded system, system connection, ,empowerment, Strategic leadership and transformational leadership have been investigated. This study is a descriptive correlational research. Considering goal, it is an applied research. Statistical Population of the study includes Iranian National Petrochemical companies that are 45. Due to the accessibility of the whole statistical population, in this research census samplingmethod has been used. Research findings showed a significant relationship between transformational Leadership and three dimensions (among 7 dimensions) of learning organization which consist of "continuous learning", "team learning", and "embedded system". In considering the triple levels of learning organization, the findings illustrated a significant relationship between transformational Leadership and two levels (group and organizational).


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