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The purpose of this paper is to understand the emergence of employee leadership attributes and, further, examine its impact on employee work-related attitudes in terms of the competitive context of higher education institutions.

A data from a survey of 245 academic employees in Malaysian public universities were tested and analyzed on the 12 proposed hypotheses.

The results reveal that the emergence of employee leadership attributes, independently, has a significantly positive effect on work-related attitudes. Specifically, executive leadership has a significantly positive effect on organizational commitment, career satisfaction and job satisfaction, while innovative leadership has a significantly positive effect on organizational commitment and career satisfaction. In contrast, adaptive and effective leadership is associated when explaining organizational commitment, career satisfaction and job satisfaction, while innovative leadership is associated when explaining job satisfaction.

Academic scholars/leaders in higher education should realize that the emergence of employee leadership attributes has a positive effect on work-related attitudes, such as organizational commitment, career satisfaction and job satisfaction.

The paper extends the knowledge regarding complexity leadership theory which explains the emergence of employee leadership attributes naturally and, further, provides empirical evidence.

The purpose of this paper is to explore the impact of Total Quality Management (TQM) practices on the performance of employees working in higher education institutions (HEIs). It also examines the mechanism through which TQM practices affect the performance of employees.

Data for the current study were obtained from both public and private sector HEIs of Pakistan. In total, 400 questionnaires were distributed among the administrative and academic staff of 3 universities and 240 usable questionnaires were received. Data were analyzed through regression analysis using SPSS.

The results show that the TQM positively and significantly determines employee performance, and the mediating variables of job satisfaction and affective commitment. Both the mediating variables show a mediating role in the TQM/employee performance relationship.

The study has practical implications for universities’ top management to focus on TQM practices that help in building and enhancing satisfaction, commitment, as well as performance of the employees that could ultimately result in better performance of the universities.

This research is an addition to the current literature and the first attempt in this area to the best of authors’ knowledge. This study will help in identifying how important and beneficial it would be for the services organizations to implement the TQM practices and identifying the impact of TQM practices on employee’s job performance.

The purpose of this paper is to examine the impact of total quality management (TQM) practices on employees' work‐related attitudes, such as job involvement, job satisfaction, career satisfaction, and organizational commitment.

The paper proposes and tests 16 hypotheses on the relationship between TQM practices and work‐related attitude.

The results indicate that training and education have a significant positive effect on job involvement, job satisfaction, and organizational commitment. Empowerment and teamwork significantly enhance job involvement, job satisfaction, career satisfaction, and organizational commitment. Continuous improvement and problem prevention significantly enhance job satisfaction and organizational commitment. Customer focus does not contribute to job involvement, job satisfaction, career satisfaction, or organizational commitment.

The study was unable to evaluate the wider dimensions of TQM practices.

Managers should be aware that TQM practices have a positive effect on employees' work‐related attitudes (such as job involvement, job satisfaction, career satisfaction, and organizational commitment).

The paper focuses on TQM in practice, rather than on TQM in theory and/or TQM as organizational change.