| Summary: | 碩士 === 國立成功大學 === 企業管理學系碩博士班 === 91 === Accompany with the globalization, businesses must have flexible adaptability to meet external environmental change to maintain their competitive strength. One way to improve organizational adaptability is both organization itself and all employees keep on learning. Many scholars study the key factors of learning organization（LO）, the performance of LO, and the relationship of LO and innovational ability. However, seldom studies talk about job satisfaction in a LO.
The fist step to build a LO is leaders’ guidance to translate their organization into LO, and then to create a strong learning organizational culture. This research is focus on the organizational learning in 30 manufacturing companies, 15 banks, and 15 service companies to find out how leadership and organizational culture influence LO, afterwards discuss the job satisfaction in LO. This essay is conducted through literature review, questionnaire design and statistical analysis. Our findings are below:
1.There are significant differences of organizational learning extent between leaderships, organizational culture and job satisfaction. High degree LO stress strong leadership and organizational culture, and employees have higher job satisfaction.
2.Leadership and organizational culture will affect organizational learning positively. It will be helpful to build shared vision in a transformational leadership, clan or adaptive culture company. A company valuing transformational leadership and mission culture will have a tendency to personal mastery. Besides transformational leadership, transactional leadership, clan, bureaucratic and mission culture will help to cooprate systemically in the company.
3.Leadership, organizational culture and organizational learning will positively influence job satisfaction. Transformational leadership, clan culture, personal mastery and systemic coopration can cause the external job satisfactions. On the other hand, transformational leadership, bureaucratic culture, building shared vision, personal mastery and systemic coopration can increase internal job satisfactions.
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