تأثير ثقافة التمكين والقيادة التحويلية على المنظمة المتعلمة

The purpose of this study is to determine the impact of empowerment culture (technical and managerial empowerment) and transformational leadership (physical and morale requirements for transformation) on the learning organization at the companies of Abu-Ghazaleh Group in Jordan. The importance of the study stems from the combination of transformational leadership influence as an individualist characteristic and empowerment culture as an organizational characteristic on the learning organization, therefore an integrated approach was adapted to investigate the impact of both leaders and followers on the learning organization rather than parochial focus on one dimension. A questionnaire was developed to collect the needed data from the study sample in order to achieve the objectives of this study, and to test its following two main hypotheses and their sub hypotheses: 1. There is no significant influence between the independent variable (empowerment culture) and dependent variable (the learning organization). 2. There is no significant influence between the independent variable (transformational leadership) and the dependent variable (the learning organization). The findings of this study indicated that: 1. There is a significant influence at (1) percent level of significance between independent variable (empowerment culture) and dependent variable (the learning organization). 2. There is a significant influence at (1) percent level of significance between the independent variable (transformational leadership) and the dependent variable (the learning organization). Based on these results a set of recommendations were proposed in order to enhance building Abu- Ghazaleh International Group as a learning organization. Encouraging empowerment culture on both the technical and managerial dimensions by widening forgiveness space, and delegating more authorities was one of these recommendations. On the other hand, the researchers recommend that, leaders should focus on human resource management by building a partnership culture between employees and management, encouraging employees to make decisions and solve problems based on facts and knowledge. The combination between staffing and promotion systems on the one side and acquiring specialized knowledge is also recommended. KEYWORDS: