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.

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.

Objective: This study investigates the relationship between leadership behaviors and employees' organizational citizenship behavior (OCB) in government higher education institutions (HEIs) in Rawalpindi, Punjab. Methods: The population consisted of approximately 3,000 employees across four HEIs and one sub-campus. A multi-stage sampling technique was employed to collect data in two phases: the first phase in February 2023 focused on employee perceptions of leadership attributes, while the second phase in April 2023 gathered responses from immediate leaders regarding employees' OCB. This dyadic approach aimed to minimize common method variance. After addressing missing values, the final sample size was 250. Findings: The analysis revealed that leadership behaviors—specifically Inspirational Motivation, Intellectual Stimulation, Idealized Influence, and Individualized Consideration—significantly influenced organizational citizenship behavior (OCB) through the mediating factor of Trust in Management. Inspirational Motivation showed a substantial impact on Trust in Management, which further enhanced the prediction of OCB. Individualized Consideration exhibited the highest predictive ability for OCB. Conclusion: These findings highlight the critical role of transformational leadership in fostering trust and motivating employees to exceed organizational expectations, aligning with prior research on leadership efficacy. The study underscores the importance of effective leadership behaviors in enhancing organizational citizenship behavior (OCB) within the context of higher education institutions.

Individual leadership styles, including entrepreneurial leadership (EL), vary and encompass creative urges, risk-taking, decision-making, and a proactive mindset. This research explores how entrepreneurial leadership (EL) can positively impact entrepreneurial success (ES). It also highlights the positive influence that EL has on ES and investigates how technology management processes (TMPs) can play a mediating role. For this purpose, data were collected from employees in the SMEs sector in KP, Pakistan. The results indicate that EL has a significant relationship with ES and TMPs. Findings also reveal that TMPs partially mediate the relationship between EL and ES. Based on the findings, policy-makers and regulators can use the results of this study to design policies that encourage entrepreneurial activity and foster an environment favorable to SMEs in KP. This study’s findings can help KP officials understand the elements that influence the success of SMEs and devise policies that encourage the growth of technology management systems and diverse teams in SMEs.