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This paper aims to examine the role of trust in colleagues and its relationships with the factors of the theory of reasoned action (TRA). Specifically, this study examines the relationships among perceived social pressure about knowledge sharing, attitude toward knowledge sharing, behavioural intent to share knowledge, trust in colleagues and knowledge-sharing behaviour.

The methodology adopted was a questionnaire survey of employees working in 34 member institutions of the Singapore Association for Private Education (SAPE). These institutions form the entire member list of the SAPE as of 2020. A total of 297 employees completed a self-administered and anonymous survey using a cross-sectional design. Multiple linear regression was used to test the conceptual framework.

On the mediation effects, full mediation was found to affect attitude toward knowledge sharing on knowledge-sharing behaviour, and partial mediation was found to affect perceived social pressure on knowledge-sharing behaviour. On the moderation effects, trust in colleagues moderates both perceived social pressure and knowledge-sharing behaviour and attitude toward knowledge sharing and knowledge-sharing behaviour positively. Specifically, as the level of trust in colleagues increases, the impact of direct relationships also increases.

Data for the current study were obtained at a single point in time and self-reported. The findings may be biased because of common method variance. Furthermore, this study was conducted in a specific industry in Singapore, i.e. the private education institutions, which limits the generalisability of the research.

The results of this study indicate that managers need to encourage a higher level of trust between employees. Policies and processes could be enacted to promote building quality and trusting relationships between employees.

This study contributes to knowledge-sharing behaviour by integrating the role of trust with the TRA. This study extends the conceptual model of the TRA by providing a new theoretical perspective that takes into account the position of trust in knowledge sharing.

The purpose of this paper is to examine the changing cultural values that influence the perception of managers to leadership excellence in their organisations in Singapore.

Summated scales for the importance of excellent leader, personal qualities, managerial behaviours, organisational demands and environmental influences were developed using most of the items categorised by Selvarajah et al. (1995) and several other items rated highly in this study. A structural model was constructed to explain the relationship in excellence in leadership.

In all, 249 managers, from the three main ethnic groups: Chinese, Indians and Malays participated in this research. The findings suggest that ethnic differences are not strong determinants of managerial values in organisations in Singapore. However, gender is seen as a differentiating factor in the behavioural values of Singapore managers.

This study is purely an exploratory study and the size of the sample is not large enough to create purposeful causal relationships. Certainly the effect of ethnicity on the study should be explored further with a larger sample.

Singapore is a highly globalised country that attracts international investments. Statistics in Singapore clearly suggests that there is a sharp increase in women managers in employment. Therefore, understanding the changing behavioural values of managers of both sexes are important for a foreigner engaging with Singapore nationals.

This is the first study that looks at behavioural values of Singapore managers with regard to leadership excellence. The masculinity-femininity dimension is pronounced in the gender split.

The purpose of this paper is to examine the role of transformational leadership (TL) in developing social identity and its subsequent impact on team climate, intention to leave, burnout and quality of patient care among nurses.

Data for this cross-sectional study were collected from a sample of 201 registered nurses in Australia through questionnaires. Structural equation modelling was used to test the hypotheses.

Results illustrate that social identification appears to be the psychological mechanism through which TL impacts important employee outcomes, including perceived quality of patient care.

This study provides valuable insights into understanding the critical role of human resource management (HRM) practice and policy in healthcare environments. Findings from this study indicate that human resource managers can assist nurse unit managers to deliver their HRM roles effectively when adequate support and relevant HRM infrastructures are put in place.

This research considers the role of first-line nurse managers in healthcare organisations. It provides evidence-based knowledge about the type of leadership style required to achieve desirable employee outcomes and the essential HRM opportunities to facilitate this.