The Role of Transformational Leadership in Innovative Performance through the Mediating Role of Collective Learning: An Analytical Study of the Views of a Sample of Employees in the General Company for Electronic Systems

Abstract

This research explores the role of group learning in explaining the relationship between transformational leadership and innovative performance through a field study at the General Company for Electronic Systems. The research employed a descriptive-analytical approach, utilizing a questionnaire to measure transformational leadership (its four dimensions), group learning, and innovative performance (represented by innovation culture and team innovation). The sample consisted of 100 employees randomly selected. The reliability of the instrument was verified using Cronbach's alpha coefficient, and descriptive analysis was conducted using means and relative importance to assess the trends in the respondents' answers. The descriptive results showed high levels of ideal influence, intellectual motivation, individual consideration, group learning, and innovation culture, compared to a moderate level of inspirational motivation. Regression models demonstrated a strong and significant effect of transformational leadership on innovative performance, with high explanatory power. The results also revealed that inspirational motivation and individual consideration were the most significant contributors to explaining innovative performance compared to other dimensions. These findings indicate that maximizing the return on innovation in government institutions requires transforming leadership into systematic collective learning practices and effective implementation mechanisms that translate ideas into measurable operational improvements, thereby enhancing efficiency, reducing waste, and improving service quality.