本研究根據動態競爭的「察覺、動機、能力」觀點探討轉換型領導、競爭知覺對組織學習氣候的影響，進而討論分行績效。該研究藉由討論轉換型領導、競爭知覺和組織學習氣候擴展「察覺、動機、能力」觀點的研究範疇。

此研究根據188間金融銀行樣本驗證假說，研究結果顯示轉換型領導對組織學習氣候有正向關係並有助於提升分行績效。雖然在此研究中，競爭知覺對於轉換型領導及學習氣候沒有造成干擾的影響，但對於學習氣候有直接的正向影響關係。

Building on the competitive dynamics perspective, or specifically the awareness-motivation-capability (AMC) perspective, this study examines the effect of the interplay between transformational leadership (as a manifestation of capability) and competitive awareness on learning climate (as a manifestation of motivation), which in turn brings about heterogeneous financial advantage for the branches of a bank. Research results based on the large data collected from a commercial bank’s national branches support most of our hypotheses. Specifically, transformational leadership can advance a learning climate which in turn promotes financial performance of bank branches. Although competitive awareness does not play a moderating role, it produces a direct effect on learning climate. The study extends the AMC perspective and competitive dynamics theory by examining unit performance of a bank within the broad contexts of executive leadership, collective learning and sense-making on the business environment.

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