All organizations, including universities, face multiple challenges in light of the age in which is described as an era of change, technology, openness and competition. In response to these transformations, traditional leadership models are no longer able to meet the challenges and requirements of the times which require these leaderships to adopt Transformational Leadership models. Its features and most importantly its support to organizational learning will help all leaders and their staffs to reach the highest grounds of motivations and morality. This paper deals with the nature and philosophy of transformational leadership in relation to organizational learning through a case study of the effectiveness of the Department of Student Activities at Qatar University. The study mainly aims to reveal the level of transformational leadership patterns and its relationship to organizational learning levels in the management of the Department of Student Activities at Qatar University. Few studies on the relationship of transformational leadership organizational learning have been conducted in the Arab world. From a practical perspective, this study is important because it will contribute to enforcing certain leadership trends and organizational learning at the Department of Student Activities. This can be achieved through highlighting the relationship between transformational leadership and organizational learning and accordingly present recommendations in order to enforce implementation of organizational learning and subsequently develop true leadership at the Department’s level. A quantitative approach has been utilized through a survey which has been distributed to all staff at the Department of Student Activities at Qatar University. The survey was developed based on the main aims of the study and based on an overview of the literature on the topic. The survey consisted of two sections; the first is designed for the concept of Transformational Leadership which was based on Bass & Avolio methods; while the second section of the survey was focused around organizational learning where Marquardt methods were used; all the answers were based on a parameter of 5. Data was analyzed based on the descriptive statistical methods available through the statistical analysis program SPSS. Results show that the availability of the practices of transformational leadership patterns (row modeling, intellectual consultations, humane treatment to staff, inspiration and motivation) appear to be in the middle range at the leadership level and that’s from the perspective of staff. Also, it seems that organizational learning (learning, professional development, organizational transformation, knowledge based leadership, and skills) falls at the middle range as well. The research indicates that there is a positive and pivotal correlation between the Transformational Leadership and organizational learning. The study recommends the adoption of the leaders of the Department of Student Activities at Qatar University of modern leadership methods. A great deal of work must be done to strengthen the organizational learning practices and to build an organizational culture focused on continuous learning and development and innovation, openness and participation. The study dealt with a specific theme for the relation between transformational leadership and organizational learning through a case study of the management of the Department of Student Activities at Qatar University. The study relied on a survey of employees through the questionnaire.


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  • Received: 30 April 2015
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