Learning strategies as predictors of transformational leadership: the case of nonprofit managers

Purpose - The purpose of this study is to explore the intersection between managers' learning strategies and their organizational leadership practices in a nonprofit context.Design methodology approach - Survey methodology was utilized including items from the multi-factor leadership questionnaire and the learning tactics inventory. The survey was administered to a sample of nonprofit professional at various managerial levels.Findings - Findings illustrate that effective learning from experience is significantly predictive of transformational leadership. Further analysis reveals that frequent use of thinking and action learning strategies have positive and significant relationship to transformational leadership in nonprofit managers.Research limitations implications - Numerous authors have discussed the connections between effective learning and transformational leadership, but there has been insufficient empirical research to investigate the nature of this relationship. Brown and Posner's preliminary research found a strong correlation between learning and leadership but did not specifically examine transformational leadership. This study extends the literature by empirically testing each of four learning strategies and their relationship to transformational leadership. This extension is applied in a nonprofit context, which supports the transfer of for-profit human resource management tools to the nonprofit environment. Limitations include a convenience sampling method. The study also provides human resource managers with career development tools in order to assess managers' learning styles then foster the learning styles that positively impact transformational leadership behaviors.Originality value - This study makes an important contribution to the empirical link between transformational leadership and learning.