Does Trust-Based Learning As A Mediation Concept Have Fostering Virtual Leadership Roles On Creative Performance? A Perspective Of Organizational Learning Theory


  • Iwan Hermawan* , Suharnomo , Sartono, Gita Hindrawati


This study aims to build a novelty model that can bridge the research gap between virtual
leadership (VL) and creative performance (CP). In today’s digital era, virtual leadership style which is a
crystallization of transformational leadership and e-technology in the context of infrastructure becomes a
strategic method in fostering creativity. This study offers Trust-based Learning (TBL) as a novelty that
encourages the significant influence of the role of VL in CP. TBL is a concept synthesized from organizational
learning (OL) theory and relational trust. TBL is a concept of collective learning that emphasizes on the
induction of knowledge, knowledge value, cohesiveness of relationships in teamwork through trust bonds.
Samples are obtained through the distribution of questionnaires with non-self-assessment methods to 169
SMEs at the organizational level, the character of SMEs is relevant where the demands of design innovation
that must always be renewed in the emerging markets are crucial. The analytical tool used is Structural
Equation Modelling (SEM) with the results of the equation CP=0.548VL + 0.542TBL. Empirical research
results show that TBL has succeeded in becoming a full-mediator between VL (P <0.001, ?=0.85) and CP
(P<0.05, ?=0.47) and enriches new concepts in the body of knowledge in the OL theory zone.