This research tries to investigate the dynamic link between higher education institution (HEIs) transformational leaders (TFL) and follower's outcome innovative work behavior (IWB) and Task Performance) through Knowledge sharing (KNS) in Pakistan. Using quantitative design an adopted construct was used to obtain response from HEIs leaders and employees behavior. The obtained information was analyzed through structural equation modeling (SEM) technique via Smart PLS. Results depict that direct link between University Transformational leadership and employees Innovative work behavior as well as Task Performance. The results further postulate that KNS mediate the relationship between Transformational leadership and employees TSP in the context of HEIs. Surprisingly, KNS could not evident to become a mediating variable to strengthen the relationship between transformational Leadership and employees IWB in the HEIs sector of Pakistan. In addition to enhancing the theoretical comprehension of higher education leadership, the outcomes of this article provide that promoting knowledge sharing culture is valuable asset for both existing and future HEIs leaders in order to promote the culture of innovation and creativity. Although recent studies investigate the role of KNS as a mediator, however the current study use KNS as contemporaneous intervening variable for IWB and Task Performance for the first time. The study also confirms theoretical underpinning of social exchange mechanism in strengthening the relationship between leader member's continuum.

Purpose: Social exchange theory and social learning theory are widely employed in many disciplines but there is little application on the intention to leave and job performance among academic staff. Therefore, this study intends to examine the relationships among supervisor support, intention to leave and job performance along with mediating role of self-confidence in a developing context.Design/methodology/approach: Data were collected through questionnaires from the academic staff of private Pakistani universities. The model was tested using data collected from 295 respondents by using structural equation modeling (SEM) technique.Findings: The results revealed that supervisor support influenced job performance positively through the mediating role of self-confidence. Conversely, supervisor support influenced intention to leave negatively through the mediating role of self-confidence. In addition, the results also showed the direct effect of supervisor support on employees' job performance and intention to leave.Practical implications: The results of this study suggest that the supervisor must provide adequate support to the academic staff, which helps them to develop their self-confidence. In addition, self-confidence is helpful for the employees to improve their job performance and reduce their intention to leave.Originality/value: The study contributes to theory building in the area of supervisor support by enriching the understanding of the processes carrying the effect of supervisor support on desirable workplace outcomes. In addition, the study also explicates the less understood nature of relationship between supervisor support, job performance, and intention to leave through the mediating role of self-confidence in the Pakistani context.

Purpose: The purpose of this paper is to determine the factors (trust, formalization, knowledge technology, empowering leadership, effective reward systems and motivation) that influence knowledge sharing among the small and medium‐sized enterprises (SMEs) in Malaysia, in order to meet the challenges of today's dynamic business environment.Design/methodology/approach: Systematic sampling was used to select 680 manufacturing sector participants from the SME Corporation Malaysia business directory to participate in the survey, out of which 250 valid responses were returned, yielding a response rate of 36.75 percent. Factor analysis and reliability analysis were conducted before testing the seven hypotheses formulated for this study using regression analysis.Findings: The results indicate that knowledge technology, motivation, effective reward systems, trust and empowering leadership explain up to 60.2 percent of the variance observed in attitude towards knowledge sharing. It was also found that attitude towards knowledge sharing influences intention to share knowledge with anR²of 0.387.Research limitations/implications: The sample for this study is based on manufacturing sector SMEs only and it is suggested that future studies enlarge the scope to include the SMEs in the service sector.Practical implications: In order to encourage knowledge sharing within SMEs, firms need to ensure that both the technical (knowledge technology) and social (motivation, effective reward systems, trust and empowering leadership) elements are addressed. Hence, a socio‐technical approach needs to be adopted to ensure the effectiveness of the knowledge management strategies formulated by SMEs.Originality/value: This study highlights the importance of six factors in encouraging knowledge sharing intentions in SMEs operating within the manufacturing sector and confirms that knowledge technology, which encompasses a range of information and communication technologies does play a pivotal rolevis‐à‐visensuring that SMEs have favorable attitudes towards knowledge sharing for their sustained competitive advantage.

Purpose: The purpose of this paper is to examine the factors that affect knowledge‐sharing attitudes in Malaysia, with emphasis on a manufacturing firm and how this attitude influences their intention to share knowledge.Design/methodology/approach: This is a survey research conducted within a manufacturing firm. The questionnaire was developed by adapting items and concepts from prior works, and by developing a new variable, kiasuism. A census sampling method was used to select participants for this research. The data derive from a case analysis in a manufacturing company in Malaysia. The analysis was based on 141 valid responses.Findings: The findings indicate that collectivism, social network, social trust, shared goal, incentive systems, kiasuism and self‐efficacy emerged significant except for individualism. A unique finding is that kiasuism emerged as proposed, which suggest that future works could focus more on this variable to highlight its impact in a firm's ability to share knowledge. Overall, the data support our framework and indicate that knowledge sharing among employees in Malaysia's private companies is gaining grounds.Research limitations/implications: The limitations of this research include the case study approach adopted, which does not allow the generalization of the results beyond that of the firm being studied. The implications emanating from this research is that the ability of a firm, especially electronic manufacturing firms, to harness internal resources and capabilities to enhance knowledge sharing among employees, would be critical for the firm to maintain a competitive position in the marketplace.Originality/value: This paper provides specific backgrounds of the key factors that could affect the effective implementation of knowledge‐sharing initiatives in a firm, particularly those in the manufacturing sector. The findings suggest key implications for practice and research involved in knowledge‐sharing activities in their firms and related initiatives.

Leadership is vital for all organizations, including higher education institutions (HEIs). Based on this, this study aimed to examine department heads’ leadership styles concerning employee performance as well as nurturing the culture of justice. For this purpose, the leadership styles (transformational and transactional leadership) relationship is examined with employee performance through the mediating role of organizational justice. Data were collected from academicians working in the HEIs located in the province of Khyber Pakhtunkhwa, Pakistan using a convenience sampling approach to obtain the targeted sample. Data were analyzed through a symmetric approach and after conducting confirmatory factor analysis (CFA) using AMOS, mediation models were assessed by following the Hayes process model procedure. The results indicate that organizational justice partially mediates the direct relationship between transformational and transactional leadership with employee performance in the HEIs sector of Pakistan. It is recommended that institutions need to take action to ensure that just and fair transformational leadership behavior is practiced to attain the desired employee performance in the HEIs.