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This study aims to examine the impact of knowledge and skills acquisition from youth leadership programs on the extent of training transfer. Additionally, it explores the role of self-esteem as a potential intervening mechanism in linking the acquired knowledge and skills to the transfer of training.

Using a non-probability purposive sampling, data were gathered from participants of youth leadership programs in Brunei. The study hypotheses were validated using multiple linear regression analysis and Hayes PROCESS macro.

The findings revealed that knowledge and skills acquisition positively affect the extent of training transfer among youth leadership program participants. Moreover, self-esteem is found to be a crucial mediator in the relationship between knowledge and skills acquired from youth leadership programs and the extent of training transfer.

The study suggests that to optimize the transfer of training in the youth leadership programs, relevant stakeholders – training providers, and practitioners – must prioritize not only the knowledge and skills acquisition but also the cultivation of participants’ self-esteem. To achieve this, a primary focus should be placed on the criticality of designing such programs to address these factors. Policymakers, particularly in Brunei, can enhance the leadership pipeline among the youth population and expedite progress toward achieving the national vision by aligning leadership development initiatives with the broader national development agenda.

Collectively, this study enhances understanding of training transfer in youth leadership development, an often-overlooked area in the literature.

This study seeks to examine the role of knowledge-oriented leadership in the health sector to achieve team outcomes in the Covid-19 context. Drawing from the leader–member exchange (LMX), social cognitive and social identity theory, the present study develops a model linking knowledge-oriented leadership and team performance through the underlying psychological mechanisms of team efficacy, team cohesion, team commitment and team collaboration.

Utilizing quantitative data methodology, data were obtained from the pharmaceutical employees (health sector) of Pakistan during the pandemic. The partial least squares structural equation modeling was used to test the hypotheses.

The findings support the hypothesis that knowledge-oriented leadership significantly influences team outcomes. The study also verified that team collaboration effectively mediates the relationship between knowledge-oriented leadership and team performance.

The study is unique in the sense that it explores the newly established leader behavior (knowledge-oriented leadership) in understanding team outcomes in the health sector. The study concludes by making significant implications to overcome the challenges raised by Covid-19 pandemic.

The purpose of this study is to examine the link between knowledge-oriented leadership (KOL) and organizational performance (OP) at Higher Education Institutions (HEIs) both directly and indirectly through service innovation and knowledge-sharing quality.

This research used Smart PLS 4.0 to model structural equations using a sample comprising 237 academic staff from HEIs in China.

According to the study data, KOL has a negligible direct influence on organizational performance. The link between KOL and OP, on the other hand, is entirely mediated by the quality of knowledge sharing quality and service innovation.

The study results validate universities' experience with KOL and propose ways for academics at higher education institutions to prioritize the quality of knowledge sharing and service innovation, which in turn helps organizations function better in a volatile environment.

Despite the growing relevance of knowledge-oriented leadership in higher education, little research has been conducted to examine the mediating impact of numerous factors in the link between KOL and OP. The present research examines the link between knowledge-oriented leadership, the quality of knowledge sharing, service innovation and the performance of higher education institutions. The current study scientifically investigates the link between KOL and OP and offers insight into the existing literature by examining the mediating role of KSQ and SI.

Grounded on the conservation of resources (COR) theory, this study examines the relationship between tyrannical leadership and knowledge hiding. Additionally, this study aims to investigate the mediating role of psychological distress and the moderating role of psychological safety.

Data was gathered from 435 employees in the corporate sector in China. The study used the partial least squares structural equation modelling approach to assess the proposed connections and analysed the data collected with the help of SmartPLS 4 software.

In the study, it was found that there is a positive relationship between tyrannical leadership and knowledge hiding, and this association is mediated by psychological distress. Additionally, the results asserted that the positive effect of tyrannical leadership on knowledge hiding through psychological distress is less pronounced when there is a greater degree of psychological safety.

Leaders should avoid being tyrannical and adopt a supportive leadership style. They should be aware of the effects of their behaviour on employee well-being, provide resources to help employees cope with distress and foster a culture of psychological safety. This approach promotes knowledge sharing, innovation and employee well-being within the organisation.

This study contributes to the existing literature by investigating a new factor that influences knowledge hiding: tyrannical leadership. Furthermore, it explains that employees who experience tyrannical leadership are more prone to psychological distress, such as anxiety and fear, and are likelier to engage in knowledge-hiding behaviours. Finally, the study identifies psychological safety as a factor that can mitigate the negative effects of tyrannical leadership on knowledge hiding.

This study aims to investigate the effects of entrepreneurial leadership on service innovation in the hospitality industry and examine the mediating effects of market-sensing capability and knowledge acquisition. Additionally, the study explores the moderating role of competitive intensity in the relationships between market-sensing capability, knowledge acquisition and service innovation, drawing on the dynamic capability theory and resource dependence theory.

The data for this study were obtained from 322 employees and 137 leaders working in 103 hotels in Vietnam, using a time-lagged approach. The collected data were analyzed using structural equation modeling in SPSS Amos 28.

The results of this study reveal a significant positive association between entrepreneurial leadership and service innovation, with mediation effects observed through both knowledge acquisition and market-sensing capability. Moreover, the findings demonstrate that competitive intensity moderates the association between knowledge acquisition and service innovation.

The results of this study provide implications for hospitality firms to cultivate entrepreneurial leadership through leadership training and development programs and enhance their dynamic capabilities (i.e. market-sensing capability and knowledge acquisition) to allow them to survive and develop in a competitive market.

This study advances entrepreneurial leadership research in the hospitality context by identifying mediating and moderating mechanisms that translate entrepreneurial leadership into hospitality firms’ service innovation.

This study aims to explore the mediating role played by the contradictory behaviour of knowledge sharing and knowledge hiding in the relationship between paradoxical leadership and employee creativity.

A survey was conducted with 276 employees working in information technology firms in India. “To assess the relationship between the constructs, single and parallel mediation analysis of structural equation modelling (SEM) and confirmatory factor analysis (CFA) have been performed”.

This study found that paradoxical leadership is significantly associated with employee creativity. Besides, it has also been found that knowledge sharing has emerged as a mediator that explains the relationship between paradoxical leadership and creativity, while knowledge hiding has not been a mediator to explain the relationship between paradoxical leadership and creativity among employees. According to the study, it was found that discouraging knowledge-hiding behaviour can increase employee knowledge sharing, which in turn fosters employee creativity.

Research has examined the relationship between paradoxical leadership and employee creativity in this paradigm, as well as the roles of knowledge sharing and knowledge hiding as mediators.

The results of this study will help top management to create strategies for enhancing the relationship between a leader and their subordinates by using effective knowledge management strategies that foster employee creativity. Employee creativity would be facilitated effectively by the paradoxical leader who regulates knowledge-hiding behaviour among employees and promotes knowledge-sharing behaviour.

This study addresses the gap in prior research by investigating the role of paradoxical leadership in managing the contradictory behaviours of knowledge sharing and hiding and their impact on employee creativity. As the motivation for knowledge sharing and hiding are inherently distinct, leaders with paradoxical qualities foster a culture of openness and trust to encourage knowledge-sharing while discouraging knowledge-hiding behaviour. By controlling knowledge-hiding behavior empowers employees to make meaningful contributions to the organization’s success through effective collaboration and teamwork, allowing for a more innovative and creative workplace. Because preventing knowledge-hiding behaviour is a means to promote knowledge sharing and ultimately foster creativity in an organisation. Overall, this paper offers unique insights into the intricate dynamics of knowledge management and provides valuable recommendations for leaders managing employees exhibiting contradictory behaviours in the workplace.

The purpose of this study is to investigate the relationship between sustainable leadership and sustainable project performance. Specifically, the study aims to examine the mediating role of knowledge integration, examining how knowledge integration within an organization influences project outcomes. In addition, the study seeks to explore the moderating role of top management knowledge values, examining how the values and beliefs of top management influence the relationship between sustainable leadership and project performance.

A three-wave survey of 392 employees working in construction sector projects in Pakistan used both hierarchical regression analysis and Hayes’ PROCESS macro method to evaluate the hypotheses.

The study results show that sustainable leadership positively relates to sustainable project performance and knowledge integration mediating this relationship. In addition, the top management knowledge value moderates the indirect effect of sustainable leadership on sustainable project performance via knowledge integration.

Although the model was tested using three-wave data, it is important to note that the data were obtained from a single source. Therefore, it is possible that common method bias may have influenced the results, and this cannot be disregarded.

Organizations seek to prioritize sustainability and integrate sustainability considerations into their project management processes. Organizations can achieve improved sustainable project performance by investing in sustainable leadership development, fostering a culture of knowledge sharing and learning, prioritizing top management support for sustainable performance and integrating sustainable considerations into project management processes.

The study’s grounding on organizational learning theory adds an original and valuable perspective to the relationship between sustainable leadership and sustainable project performance. This investigation is original, as it combines sustainable leadership, knowledge integration and the moderating role of top management knowledge value to understand their impact on sustainable project performance. This unique approach contributes to the literature by providing new insights into these relationships and mechanisms in the construction industry.

The purpose of this paper is to examine the relationship between servant leadership, employee innovative behavior and knowledge employee performance in knowledge-based firms.

A quantitative approach was used to conduct the present study. The respondents were sampled from knowledge-based firms in Iran. Overall, 726 knowledge employees in 121 firms were selected using convenience sampling. A confirmatory factor analysis was conducted to ascertain the validity and reliability of the observed items, and a structural equation model was employed for testing the hypotheses.

In the studied firms, servant leadership has a significant effect on employee innovative behavior. Moreover, the findings of this study show that firms that enhance their employees’ innovative behavior have higher knowledge employee performance.

The study was conducted in knowledge-based firms in Iran. Therefore, our conclusions may not be applicable to other countries. Future studies should be carried out with samples from other contexts.

We found that servant leadership is conducive to employee innovative behaviors, and this effect leads to high knowledge employee performance. Accordingly, knowledge-based firms’ leaders should encourage employees’ innovative behavior through stimulating employee thriving at work, supporting employees’ development and empowering them with decision-making discretion.

This study contributes to advance research on servant leadership literature by linking servant leadership to knowledge employee performance in knowledge-based firms through employee innovative behavior as a mediator.

This study aims to examine the differences in the impact of three leadership styles (transactional, transformational and creative) on intraorganizational online knowledge-sharing and employee creativity. Specifically, we use self-determination theory (SDT) to examine the impact of these three leadership styles on four aspects of online knowledge sharing (knowledge donating, knowledge collecting, lurking and active lurking) and the moderating role of organizational innovation on these relationships.

Data were collected from 361 employees of business-to-business organizations in Vietnam to support all our hypotheses. Structural equation modelling was used for data analysis.

Transformational, transactional and creative leadership were found to affect online knowledge sharing, wherein creative leadership had the most potent effect. Online knowledge sharing was found to mediate the impact of three types of leadership on employee creativity. The results also showed that organizational innovation moderates the influence of leadership on online knowledge sharing.

This paper extends the current knowledge management research on online knowledge sharing by studying two new behaviors (lurking and active lurking), linking diverse leadership styles to these behaviors and employee creativity, and exploring the moderating role of organizational innovation. Our findings shed light on the complexity of the relationship between leadership and online knowledge sharing. This study also provides valuable implications for practitioners to help them choose the most appropriate leadership style for their digitalization process to ensure optimal outcomes.

The purpose of this paper is to empirically investigate the moderating effect of humble leadership on the relationship between different intrinsic and extrinsic motivational factors and employee’s knowledge-sharing intention.

Responses of 236 employees in public organisations in the country of Jordan were collected via the completion of an online survey. The study data was analysed using structural equation modelling.

This study found that humble leadership support positively moderated the effect of intrinsic motivational factors (i.e. self-efficacy and enjoyment) on KS intention, while such leadership does not moderate the relationship between extrinsic motivational factors (i.e. rewards and reciprocity) and KS intention.

This study increases the understating of the conditions under which employees’ knowledge-share by exploring the moderating effect of humble leadership behaviour on motivational factors and KS intention in public organisations, particularly in the context of a developing country.