Continuous Learning of Branch Managers on Transformational Leadership Skills
Abstract
Abstract
Much often found when changes happened in organizations new leaders are usually replaced. Enabling and supporting of previous leadership training programs are unrecognized nor given much attention by the new leaders. This article compared the process on Samsung’s successful implementation of total organizational change with full management support, and ABC lending business. A follow up on ABC managers’ learning level after the transformational leadership (TL) training in 2012. The findings revealed that all existing 31 Managers are on the job applying what they were taught and learned on a continual basis. Of the 4 TL dimensions, Eleven Managers (35%) applied the Idealized Influence (II) dimension the most.
Keywords: continuous learning, transformative learning skills
References
Reference
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