Abstract:
The complexity, ambiguity, uncertainty, and volatility of the business environment have made learning organization development a strategic imperative for maintaining organizational competitiveness and responsiveness. Despite previous research, the structural relationships and significance of leadership and organizational culture components remain insufficiently understood, particularly in the oil industry. This study employed a mixed-methods approach to identify, structure, and analyze the driving power of factors influencing learning organization development within the National Iranian Oil Pipeline and Telecommunication Company. Findings from confirmatory factor analysis (CFA), ISM, and MICMAC revealed that systems thinking, error acceptance, openness to criticism, and feedback seeking are key leadership components and drivers of learning organization development. Furthermore, valuing people, encouraging inquiry and challenging the status quo, and customer orientation emerged as key organizational culture components. By elucidating the influence structure among these factors, this study provides a framework for prioritizing leadership and organizational culture interventions.