INTRODUCTION The current business environment can be best described as volatile, uncertain, complex, and ambiguous (VUCA). There is a high demand for agility and customer centricity. For organisations to function effectively, they must have a clarity in vision. Leadership is critical to the success of organisations. Transformational style of leadership is gaining a lot of prominence (Jnaneswar & Ranjit, 2020). According to Burns (1978), the transforming approach creates signifcant changes in the life of people and organisations. It redesigns perceptions and values, and changes expectations and aspirations of employees. According to Bass (1985), the extent to which a leader is transformational is measured in terms of the leader’s infuence on their followers. The followers must feel a sense of trust, admiration, loyalty, and respect for the leader, as a result of which they become willing to work harder than is expected of them. A transformative leader is able to stimulate and motivate followers to achieve extraordinary outcomes. There are four elements to transformational leadership. The frst is idealised infuence – the degree to which the leader can project themselves to followers as a role model. The second is inspirational motivation – the degree to which the leader is able to project a vision of the future and motivate employees towards achieving the same. The third is intellectual stimulation – the degree to which a leader can stimulate creativity in activities among the followers to further achieve the objectives and vision. The fourth is individual attention – the degree to which a leader is able to mentor and appreciate and respect the contribution of each member of the team. A learning organisation assumes that learning is an ongoing and creative process. It develops, transforms, and adapts itself in response to the needs and aspirations of employees and the environment. It is important that knowledge is constantly updated, created, shared, and captured. It creates and maintains a competitive advantage. Senge (1996), in his seminal works, The Fifth Discipline: The Art and Practice of the Learning Organization, and The Fifth Discipline Field book: Strategies and Tools for Building a Learning Organization, describes fve disciplines that must be mastered when introducing learning into an organisation. The frst is Systems Thinking – the ability to see things as a whole, big picture, rather than just seeing isolated patterns. The second is Personal Mastery – this is the spiritual cornerstone of the learning organisation and it begins with a commitment to lifelong learning. The third is Mental Models – they prevent new insights and practices from being implemented. COMBINED IMPACT OF TRANSFORMATIONAL LEADERSHIP AND WORKPLACE SPIRITUALITY ON LEARNING ORGANISATIONS Jnaneswar K.*, Uttara Nair**, Sree Parvathy J. S.*** * Associate Professor, CET School of Management, College of Engineering, Trivandrum, Kerala, India. Email: jnaneswar@gmail.com ** MBA Participant, CET School of Management, College of Engineering, Trivandrum, Kerala, India. *** MBA Participant, CET School of Management, College of Engineering, Trivandrum, Kerala, India. Abstract A learning organisation supports an environment which facilitates employees’ quest for knowledge. This is possible with a transformational leadership style. An organisation supported by a transformational leader has workforce willing to join the collective learning process, as it is necessary for individual growth and the growth of the frm. Workplace spirituality is required for employees of organisations, irrespective of work, to ensure commitment and belongingness, and make work engaging with a shared vision. The right kind of leadership is necessary for achieving workplace spirituality. This study focuses on evaluating the relationship between transformational leadership and workplace spirituality in learning organisations, focusing on the banking industry. Extant literature reveals a dearth of studies relating to the combined effect of transformational leadership and workplace spirituality on learning organisations. In this context, the present study collected data from the employees working in the banking industry in India to assess the joint effect of transformational leadership and workplace spirituality on learning organisations. Results revealed that transformational leadership and workplace spirituality individually and jointly infuence the learning organisation. Results also revealed the difference in transformational leadership, workplace spirituality, and learning organisation with respect to demographic factors. The fndings of the study provide important implications for the industry. Keywords: Transformational Leadership, Workplace Spirituality, Learning Organisation Journal of Organisation and Human Behaviour 10 (3) 2021, 34-43 http://publishingindia.com/johb/