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Purpose The purpose of this paper is to build a research model that examines the impact of leadership on trust, knowledge management and organizational performance. Design/methodology/approach An instrument containing six constructs (leadership: leading organization; leadership: leading people; leadership: leading self, trust, knowledge management and organizational performance) was designed and administered to subjects from all levels of management in various organizations in nine regions of the USA. Collected data were analyzed using partial least squares path modeling to test the hypotheses. Findings The study’s findings revealed positive and significant linear connection among leadership (leading organization, leading people and leading self), trust, knowledge management and organizational performance. Practical implications The findings imply that effective leadership (leading organization, leading people and leading self) contributes to elevated trust among people, promotes the successful implementation of knowledge management processes, and in turn enhances organizational performance. Therefore, leadership training and development must be a top strategic priority for any organization. Originality/value This study enriches the literature by demonstrating that effective leadership stands as the bedrock of the elevated trust, the successful knowledge management processes and the enhanced organizational performance.

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The purpose of this study was to propose a theoretical model and empirically measure whether trust impacts organizational performance. This study focused on three constructs: management trust (MT); organizational trust (OT); and organizational performance (OP). Specifically, the results of this study determined whether management trust (MT) significantly and positively contributes to organizational trust (OT) and whether organizational trust (OT) significantly and positively contributes to organizational performance (OP). Based on the findings, recommendations were made for building and sustaining a culture that will lead to improved organizational performance).

Purpose The purpose of this paper is to build a research model that examines social media privacy concerns (SMPC) in relation to users’ trusting beliefs and risk beliefs. Design/methodology/approach An instrument with eight constructs (SMPC: collection, SMPC: secondary usage, SMPC: errors, SMPC: improper access, SMPC: control, SMPC: awareness, trusting beliefs and risk beliefs) was developed and administered to subjects from a mid-sized university in the USA. Collected data were analyzed using partial least square structural equation modeling. Findings The results showed that three of the six SMPC (i.e. secondary usage, improper access and awareness) were negatively and significantly associated with users’ trusting beliefs. In addition, three of the six SMPC (i.e. collection, errors and improper access) were positively and significantly associated with users’ risk beliefs. Practical implications Practical implications were aimed at the social media sites to design simple and straightforward privacy policy statements that are easy to understand; to safeguard users’ online privacy behaviors; and to develop mechanisms to protect personal information. Originality/value This study enhances the literature by contributing to a generalized knowledge of SMPC of users as they relate to their trusting beliefs and risk beliefs.