The impact of managers’ learning styles and leadership styles and the effectiveness of their organisations: a case study from small retail tyre companies in Thailand

Today’s business requires managers who can make an impact by competing successfully in the context of globalisation. Organisational learning contributes to a firm’s ability to compete. However, particularly in small and medium enterprises, research into managers’ approaches to transferring and encouraging learning in the organisation remains inadequate. This study examines the relationship between managers’ learning and leadership styles and sustaining learning in the organisation, and consequently increasing organisational effectiveness. Small retail tyre firms in north east Thailand are taken as a case study. Mixed research methods were applied. Pilot studies were tested to ensure reliability and validity. In a quantitative approach, questionnaires were used to collect data, and different statistical methods were used to analyse the data. Questionnaires were distributed to the managers of small tyre firms covering demographics, learning styles, leadership styles and organisational effectiveness. A qualitative approach of semi-structured interviews was used to gather further, more detailed, data. The results suggest that the Reflector and Pragmatist learning styles and the Transformational and Transactional leadership styles are the most effective. Results from the interviews suggest more specific ways of encouraging learning in the organisation, in terms of organisational management, leadership roles and learning and experience.