Transformational Leadership, Learning Organization and Employee Empowerment: An Analysis of their Interrelationships and Functional Interdependence in the Automobile Industry

The current research focuses on three important aspects of an organization, viz., transformational leadership (TL), employee empowerment (EE) and learning organization (LO), their inter-relationships and interdependence in the automobile industry in Delhi, NCR, India. For the research, middle level managers of the automobile companies have been identified as target respondents and data collected were collected for 500 sampled respondents with the help of administering pre-developed questionnaires on transformational leadership MLQ-5X (shorter version),dimensions of learning organization questionnaire (DLOQ) and employee empowerment (Psychological Empowerment). The results show that there is significant positive relation between TL & LO, TL & EE and LO and EE, but TL and LO were found to be the most significant among all. While determining the functional relationship between the three variables, EE has the lowest multiple correlations. As such, one cannot emphatically conclude that EE is the function of TL and LO. In fact EE appears as independent variable both the cases. This finding goes against the hypothesis that EE= f (TL, LO). In other words, EE is not a dependent variable rather EE works as an independent variable to impact both TL and LO. This research opens further scope for future researchers in the domain of transformational leadership, learning organization and employee empowerment not only in the automobile industry but in other sectors as well.