Impact of Shared Leadership and Entrepreneurial Orientation on Organizational Learning in Banking Industry

Abstract

This study aims to explore the impact of shared leadership on entrepreneurial orientation in Dubai commercial banks, and whether organizational learning ability intercedes the impact of shared leadership on entrepreneurial orientation. Embracing a quantitative research structure, information was gathered by methods for a poll based study of workers in Dubai commercial banks. In view of 330 usable reactions, the outcomes uncovered the critical impact of shared leadership and two of its measurements (uplifting inspiration and scholarly incitement) on entrepreneurial orientation. Two other measurements (admired impact and individualized thought) didn't add to entrepreneurial orientation. Moreover, the outcomes demonstrated that shared leadership significantly affects organizational learning ability, and that organizational learning capacity thus influences entrepreneurial orientation. The discoveries affirm that organizational learning capacity completely intervenes the impact of shared leadership on entrepreneurial orientation. Various suggestions are propelled, the generally significant of which is that banks ought to improve and build up administrators' shared traits by preparing them on the best way to manage workers so as to expand their entrepreneurial orientation. Banks ought to additionally think about improving their learning ability, as this assumes a huge role in upgrading and supporting the impact of shared leadership characteristics on entrepreneurial orientation.