| This study examined the relationship between the learning strategies of managers and their organizational leadership practices in a business context. One of the challenges to leadership programs is the difficulty in determining whether certain learning approaches are effective. Through the review of literature related to transformational leadership, learning from experience, and learning strategies, the study focused on the four learning strategies (learning through action, thinking, feeling, and accessing others) and their relationship to five transformation leadership practices (modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart). The study utilized a quantitative approach to explore whether the four specific learning strategies were predictive of transformational leadership. In addition, the study explored differences between high and low learners, genders, and managers with varying degrees of experience in the use of learning strategies and transformational leadership.;Participants were 101 MBA students, females and males, who also held full-time management positions within the private business sector. Three online questionnaires, consisting of 65 items, were utilized to measure demographics, such as gender, age, years of experience, learning strategies (Learning Tactics Inventory), and transformational leadership practices (Leadership Practices Inventory).;The results showed that each of the learning strategies was significantly correlated with each leadership practice. The use of multiple learning strategies together was associated with levels of transformational leadership practices and transformational leadership overall. Participants who scored above the median on a particular learning strategy also scored higher on all five leadership practices, and the transformational leadership scale in total, than those who scored low (below the median) on the same learning strategy.;The results support the notion that the learning strategies action, thinking, and accessing others are significant in predicting transformational leadership but learning through feeling is not a significant predictor. There was no difference between men and women in the use of learning strategies and transformational leadership. Managers with different levels of experience differed significantly in the use of a combination of learning strategies and transformational leadership. Further research is needed to explore these interactions between learning strategies and leadership practices. |
