Relational linkages between visionary leadership and organizational learning across the United States, Malaysia, and India

This study developed an empirical model of the relational linkages between visionary leadership and organizational learning across three nations using visionary leadership theory and organizational learning system model. Research participants consisted of 206 knowledge workers in three engineering organizations in the United States, Malaysia, and India. The study revealed that both transactional leadership and transformational leadership are integral to fostering organizational learning. Specifically, the study indicated that a contingent blend of communication leadership, principled leadership, reward equity, and confident leadership levers the learning capacity of multicultural organizations. The study found cultural asymmetries in the predilections and potentials of leadership and learning. This study's empirical model of multicultural leadership practices should prove valuable to practitioners and scholars toward synergizing organizational learning.