The relationship between transformational leadership and organizational learning in a Japan based electronics firm in Hong Kong

This paper examines how the transformational leadership style influences the occurrence of organizational learning in a Japan based electronics firm in Hong Kong. The main focus of this study is to investigate the relationship between transformational leadership of middle managers and their influence on the employees in terms of knowledge sharing. This research would be beneficial to middle managers in encouraging them to share ideas in the workplace and generate interest on what other aspects drive knowledge sharing among workplace other than organizational climate. At the same time, managers could encourage other managers in supporting the organizational learning in their organization. Data was collected from a Japanese electronics firm in Hong Kong, consisting of 100 employees at middle managerial grade or below. Hypotheses were tested with reliability analysis, confirmatory factory analysis (CFA) and hierarchical multiple regression analysis. The results highlight positive associations between transformational leadership, organizational climate, trust and intention to share knowledge. We seek to contribute to the transformational leadership and organizational learning field by linking organizational climate, trust and intention to share together. This study adds to the growing body of research suggesting transformational leadership plays an important role in creating knowledge sharing intention among employees in workplace.