The influence of leader humility and organizational culture toward organizational resilience on organizational learning capability in Turkish it sector companies

In the face of accelerating global change and pervasive uncertainty, organizational resilience has emerged as a critical strategic capability, particularly within knowledge-intensive industries such as information technology. This dissertation examines how leader humility contributes to organizational resilience through the mediating role of organizational learning capability and explores how organizational culture and proactive team personality shape these dynamics. Drawing on the Competing Values Framework and theories of humble leadership, learning organizations, and resilience, this study proposes and empirically tests a moderated mediation model in the Turkish IT sector. Using a quantitative research design, data were collected from 391 professionals across more than 50 IT organizations in Turkey and analyzed using structural equation modeling (SEM). The findings demonstrate that leader humility positively influences both organizational learning and resilience, with distinct effects across humility dimensions such as teachability, appreciation of others, and accurate self-perception. Mediation analyses reveal that multiple facets of organizational learning capability—including system perspective, knowledge transfer and integration, openness and experimentation, and managerial commitment—are pivotal in channeling the effects of leader humility toward resilience. Additionally, cultural characteristics—particularly dynamism and hierarchical structures—significantly condition these learning processes and enhance resilience outcomes. Moreover, the strength of these relationships varies depending on the dominant organizational culture (dynamism, hierarchy, or market orientation) and the prevalence of proactive team personality traits. These findings underscore the strategic importance of cultivating humble leadership and supportive cultural environments to build resilient, learning-oriented organizations in dynamic and competitive contexts such as the Turkish IT sector. The study advances the leadership and organizational behavior literature by clarifying how learning mechanisms and cultural factors interact to foster adaptability and long-term sustainability.