Defining the Effects of Transformational Leadership on Organisational Learning: A Cross-Cultural Comparison

The present study attempts to address three specific problems. First, amidst a large volume of literature on transformational leadership and its role on school operations in diverse domains, it hopes to identify its contribution to organisational learning. Second, as the intricate relationships that exist among leadership, structure and culture of the school are widely documented in the current literature, there is a need to determine the precise contribution transformational leadership makes to the collective search for adaptation strategies. Third, there is also a need to know whether the overt roles of transformational leadership in the context of organisational change is universal or culturally specific. Findings from schools in Hong Kong, Taiwan, Western Australia and Central Canada provided interesting generalised as well as specific patterns of leadership behaviours that shed light on the last question raised.