The Role of Transformational Leadership and Intellectual Capital in Organizational Learning
Abstract
This study aims to analyze the influence of transformational leadership on organizational learning and intellectual capital at the Regional Office of the Directorate General of Customs and Excise of Central Java and the Special Region of Yogyakarta. The research is categorized as explanatory research, designed to explain causal relationships among variables using a quantitative approach. The population in this study consists of all human resources (HR), both Civil Servants (ASN) and Non-Civil Servants (Non-ASN), totaling 203 personnel. Based on the Slovin formula, the sample size determined was 135 respondents, selected using a non-probability sampling technique with a convenience sampling method (Hair, 2021). This method was chosen for its efficiency in terms of time and ease of data collection. Data were collected through a closed-ended questionnaire using a 1–5 Likert scale, ranging from “Strongly Disagree (STS)” to “Strongly Agree (SS).” The research variables were measured using Personality Questionnaires to assess respondents' perceptions of transformational leadership, intellectual capital, and organizational learning indicators. Data analysis was conducted using the Partial Least Square (PLS) method to test the relationships among the variables in the research model. The results of the study indicate that: (1) transformational leadership has a positive and significant effect on intellectual capital; (2) transformational leadership has a positive and significant effect on organizational learning; and (3) intellectual capital has a positive and significant effect on organizational learning. These findings confirm that transformational leadership plays a crucial role in developing organizational intellectual capacity and fostering a sustainable learning culture. Therefore, enhancing leadership quality, particularly in terms of inspiration, individualized consideration, and employee development is a key factor in strengthening intellectual capital and improving organizational learning effectiveness.
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DOI: http://dx.doi.org/10.30659/jrbi.v23i1.51497
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