Title: Examining the inter-relationship between leadership styles, organisational learning capability and job satisfaction: an empirical study of Indian IT companies

Authors: Deepti Pathak; Poornima Madan; Shalini Srivastava

Addresses: Jaipuria Institute of Management, Indore, India ' Llyod Business School, Greater Noida, India ' Jaipuria Institute of Management, A-32, Sector 62, Opposite IBM, Noida, Uttar Pradesh – 201309, India

Abstract: The rationale of this paper is to investigate the inter-relationships among leadership styles, organisational learning capability and job satisfaction. In particular, it aims to analyse whether the leadership styles impacts the learning capability of an organisation and job satisfaction level of its employees or not. Two hundred managers from various management levels at IT companies in the Delhi/NCR, India, were surveyed. Descriptive statistics, correlations and moderated regression analysis were used to assess the data. The study found a significant association of transactional and transformational leadership styles with organisational learning capability. However, in case of their association with job satisfaction, only transformational leadership style showed a significant one. The study also found a significant moderating effect of transformational leadership style on organisational learning capability and job satisfaction relationship. The results are of utmost significance as it gives valuable insights about the preferred leadership style by the managers that help them towards enhancing their organisational learning capability and job satisfaction.

Keywords: leadership styles; organisational learning capability; OLC; job satisfaction; IT sector; India.

DOI: 10.1504/IJLC.2023.127717

International Journal of Learning and Change, 2023 Vol.15 No.1, pp.51 - 69

Received: 14 Nov 2019
Accepted: 14 Dec 2020
Published online: 15 Dec 2022 *