Purpose The purpose of this paper is to investigate the effect of authentic leadership (AL) on employee performance (EP) and to examine the mediating role of organizational commitment (OC). Design/methodology/approach Data were obtained from all employees (216) of tourism agencies in Guilan province (Iran) using a 19-item survey. In total, 173 questionnaires were returned, yielding a response rate of 80 percent. A mediation model was outlined and tested using structural equation modeling. Findings The results showed that AL had a significant effect on EP and OC. The findings further demonstrated the significance of the relationship between OC and EP confirming the mediating role of OC. Practical implications This study suggests that managers can promote OC and consequently EP by adopting an AL style. In addition, the managerial and theoretical foundations generated by this study can be considered a solution for improving EP. Originality/value This study contributes to the EP literature by providing a plausible explanation of the mediating role of OC in connecting AL to EP.

This study examined the mediating role of social capital on the relationship between organizational culture and knowledge management. Data were obtained from bank employees in Iran. After a screening process, the data from a sample of 127 employees was used to test the mediation model using structural equation modeling (SEM). The results indicated that organizational culture had a significant positive effect on knowledge management and social capital. Furthermore, social capital had a significant positive effect on knowledge management confirming the mediating role of social capital. The current research contributes to the knowledge management literature by exploring a plausible explanation for the strong relationships between organizational culture and knowledge management. This study encourages practitioners to develop social capital and mutual trust among employees to promote effective knowledge management practices.

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