The Effect of Transformational Leadership and Intellectual Capital on Organizational Agility with Organizational Learning as a Mediation Variable.
Abstract
This study aims to examine and empirically analyze the influence of transformational leadership and intellectual capital on organizational learning and its impact on organizational agility. The research is classified as explanatory research with variables including transformational leadership, intellectual capital, organizational learning, and organizational agility. Respondents' answers were assessed using a semantic differential scale ranging from 1 to 5. The population of the study consisted of all human resources at the Customs and Excise Office of Type Madya Pabean a Semarang, totaling 230 employees, with a maximum sample size of 180 respondents. The sampling technique applied was purposive sampling with criteria of a minimum of five years of service and a minimum age of 25 years. Data analysis was conducted using structural equation modeling with the Partial Least Square (PLS) approach. The results indicate that transformational leadership has a positive and significant effect on organizational learning and organizational agility, intellectual capital has a positive and significant effect on organizational learning and organizational agility, and organizational learning has a positive and significant effect on organizational agility. These findings emphasize that the synergy of transformational leadership and intellectual capital, through the process of organizational learning, plays a crucial role in enhancing organizational agility.
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