| This thesis attempts to study the contributions of the designated variables of transactional leadership and transformational leadership styles to the accomplishment of organisational learning process and outcome. Numerous studies have focused on the relationship between transformational leadership and organisational learning, but very few, to the knowledge of the researcher, take interest in the contributions of transactional leadership to organisational learning. In view of the integral relationship between transactional leadership and transformational leadership, the unique role of transactional leadership in times of uncertainties and changes, and the controversy of the correlation between transactional and transformational leadership, this study first investigates the respective correlation relationship, and then examines their contributions to organisational learning, in terms of process and outcome.;1404 teacher respondents from 41 randomly selected Aided or CAPUT secondary schools participated in the survey on a voluntary basis. Some kinds of relationship between the variables of transactional leadership and transformational leadership and those of organisational learning are spotted. Although the findings are not yet up to the level of being conclusive, this study serves as inspiration for further investigations into leadership styles and organisational learning. Meanwhile, the analysis of the statistical findings from the perspective of contextual and cultural background further illuminates leadership behaviours accounting for the consistent statistical outcome. |
