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Despite the extensive debate on the impact of bank competition on risk-taking, there is no evidence of its role in procyclicality of loan-loss provisions (LLPs). The purpose of this study is to find out what is the role of competition in the procyclicality of LLPs.

Using over 70,000 bank-level observations in 103 countries in 2004–2015 and the LLPs model, this study interacts competition with business cycle to check what is the effect of competition on procyclicality of LLPs.

This study finds that intense competition is associated with more procyclicality of LLPs. Increased procyclicality of LLPs in a more competitive environment is binding for high-income countries. The opposite effect is shown for low-income countries.

Future research can be extended by testing the role of additional factors – such as regulations, supervision or institutional protection of shareholders' rights, in the association between procyclicality and competition.

The main message of this paper is that the competitive environment changes the procyclicality of LLPs. The results are important from the point of view of the COVID-19 pandemic because government interventions during lockdowns will affect competition in the banking industry and in other industries of the economy.

This paper contributes to the extant research in three dimensions. First, it shows that competition is an important factor behind procyclicality of LLPs. Second, it adds to the research on the links between competition and financial stability. Third, it shows that the link between competition and procyclicality of LLPs depends on the economic development of the country in which the banks are located.

The extant literature on work–life balance (WLB) has generally overlooked the interrelationship between leadership and WLB. Does leadership have any impact on employees' use of WLB policies and practices? To answer this question, this article considers the social exchange theory as well as transformational and transactional leadership in an investigation of the impact of leadership on WLB.

The study employs qualitative data from 32 semi-structured interviews to achieve the study’s objectives.

The research reveals that leadership does matter in WLB. The study findings reveal that both the transactional and transformational leadership styles result in the establishment of strong reciprocal relationships between leaders and employees in terms of using WLB policies and practices. Managers only sanction the use of WLB policies and practices only as a reward for excellent performance or when they are completely sure the outcome will favour the organisation. The study concludes that the desire to achieve WLB has often led many employees to go the extra mile in carrying out their work duties, which is rewarded with an approval to use WLB policies and practices. These non-contractual exchanges emphasise reciprocity and are based on trust.

The extent to which the findings of this research can be generalised is constrained by the size and nature of the research sample.

Many managers are transactional leaders, and they purposefully allow their employees to use WLB policies and practices only as a reward for meeting targets and for excellent performance. This means that employees who fall short of the required targets and expected performance are not permitted to use WLB policies and practices. This finding implies that such employees experience incessant work–family conflict, which may have negative implications for their work engagement, overall well-being and work performance.

This study demonstrates that leadership is relevant to WLB. It shows that transformational leadership is supportive of WLB, as it considers employees' work performance and non-work outcomes. The results and practical implications of this study aids the understanding of the non-contractual exchanges involved in manager–employee relationships, which is crucial for ensuring employees' achievement of WLB and for organisations to achieve their goals.

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.