Date of Conferral



Doctor of Business Administration (D.B.A.)




Robert Hockin


Many researchers in numerous studies have focused on leadership style and organizational cultures, but there is an absence of research regarding leader personality traits and productive work cultures in Alberta's oil and gas industry. The purpose of this correlational study was to assess the relationship between leader traits and preestablished learning organization culture benchmarks within Alberta's oil and gas industry. Learning organization culture is an extension of Senge's learning organization theory. Simple random sampling was used to attain a population comprised of 52 employees in Alberta's oil and gas industry who were accountable to an organizational supervisor. Data were collected via the NEO-FFI-3 and the Learning Organization Survey; summarization was accomplished by means of an online third party survey administration service. Regression analyses revealed that each of the 5-factor traits was correlated to learning organization culture. When the model was changed to multiple regression using all traits together, only 2 traits remained significant. Openness to experience positively correlated with learning organization culture, whereas neuroticism was negatively correlated with learning organization culture. The implication for social change is that human resource personnel in Alberta's oil and gas industry can institute information provided in this research to identify and develop leaders who promote innovation in a learning organization culture. Innovation in Alberta's oil and gas industry assists to overcome environmental sustainability, augment technology inefficiencies, and decrease workplace personnel issues.