Analyzing the Impact of Organizational Entrepreneurship on Transformational Leadership Style with Regard to the Mediating Role of Organizational Learning

The current research was conducted to investigate the effect of transformational leadership style on organizational entrepreneurship by considering the mediating role of organizational learning. This research is of an applied type based on the purpose and is a descriptive survey in terms of nature and method. The statistical population included all the employees of the social security organization branches of Kermanshah province (n=436) people, of whom 205 people were selected using the random sampling method and Cochran formula. Data were collected by three standard questionnaires: transformational leadership by Bass and Avolio (2000), organizational entrepreneurship by Hill (1996), and organizational learning by Neefe (2001), whose validity was confirmed using the content validity method and whose reliability was confirmed using Cronbach's alpha. The structural equation modeling and SMART-PLS software were used to examine and test the research hypotheses. The findings indicated that transformational leadership has a positive and significant effect on organizational entrepreneurship and organizational learning at an error level of 0.05. Also, organizational learning had a positive and significant effect on organizational entrepreneurship. In addition, at the error level of 0.05, organizational learning had a mediating role in the effect of transformational leadership on organizational entrepreneurship. Therefore, the studied organization can provide suitable conditions for the emergence of creative, innovative, and entrepreneurial behaviors by using the transformational leadership style and organizational learning strategy.