... The implementation of transformational leadership theories has been widely proven by studies of the concepts of transformational leadership and organizational performance which have produced many theoretical and empirical models over the last few decades (Chen, Yuan, Cheng, & Seifert, 2016;Garcia-Guiu, Moya, Molero, & Moriano, 2016;García-Morales, Jiménez-Barrionuevo, & Gutiérrez-Gutiérrez, 2012;Getachew & Zhou, 2018). Transformational leadership in the field of human resource management (García-Morales et al., 2012;Herman & Chiu, 2014;Herman, Huang, & Lam, 2013;Sharma, Nagar, & Pathak, 2012), leader dynamics and organizational performance (Eberly, Bluhm, Guarana, Avolio, & Hannah, 2017;Getachew & Zhou, 2018;Nemanich & Keller, 2007;Wang, Law, Hackett, Wang, & Chen, 2005), the relationship between transformational leadership, corporate social responsibility, information and telecommunications, organizational learning, and organizational performance (Abazeed, 2018;Alrowwad, Obeidat, Tarhini, & Aqqad, 2017) Previous studies have attempted to complete the inconclusive research by including mediation such as human resource management practices, exploitation, exploration, incremental innovation, radical innovation, organizational learning, market orientation, organizational innovation and moderators such as firm size, CEO founder status, CEO tenure, organic structure, and mechanic structure (Muterera, Hemsworth, Baregheh, & Garcia-Rivera, 2018;Obeidat & Tarhini, 2016). Transformational leadership creates an environment characterized by a high level of trust, commitment, and inspiration provided by subordinates which leads to performance that exceeds expectations (Pradhan & Pradhan, 2015). ...