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Purpose The pharmaceutical retail industry faces leadership challenges, emphasizing the importance of a mechanism to support sales managers. This paper aims to demonstrate how shared leadership (SL) might improve team performance (TP), with knowledge sharing (KS) and psychological safety (PS) serving as dual mediation effects. Design/methodology/approach The authors used social learning theory (SLT) to support their hypotheses. Using a purposive sampling technique, 440 respondents (65 leaders and 375 team members) from 65 pharmaceutical sales teams in Pakistan were obtained through data collection from dyad sources. The authors also used partial least square-structured equation modeling (PLS-SEM) using SmartPLS 3.3.9 to assess the measurement model and the direct paths testing. The authors also used PROCESS macro version 4 to examine dual mediation effects. Findings The results revealed that SL does not directly impact TP; rather, it depends on the dual mediating mechanisms of KS and PS. Originality/value This is an initial attempt to establish a conceptual model based on SLT, with KS and PS acting as dual mediation mechanisms. This research contributes to the current knowledge of team leadership by concentrating on how SL approaches might promote TP in the pharmaceutical sector.

This paper investigates the effect of fear of COVID-19 on employee turnover intention and depression, hypothesizing the mediating effect of psychological well-being and the moderating effect of workplace health and safety management practices. Data was gathered from 687 employees of five-star hotels in Sharm El-Sheikh using a structured survey instrument with time-lag approach. A partial least-square-based path modeling (PLS-PM) was applied to analyze the dataset. The findings reveal the partial mediation of psychological well-being in the relationships of fear of COVID-19 with both turnover intention and depression. While workplace safety and management practices significantly moderate the relationship between fear of COVID-19 and both turnover intentions, depression also mediates the relationship. The findings add to the existing literature on the effects of COVID-19 through the dual lenses of protection motivation theory and attribution theory. We can employ these findings to overcome issues of employee well-being in the hotel setting.

This paper presents a conceptual model reflecting relationships between visionary leadership and service employee creativity through organizational inertia and knowledge-donating behavior. The research sample consists of 423 employees of 21 four-star hotels in Egypt. The PLS-SEM results revealed that service employee creativity is enhanced when they realize their leaders have visions for the future, are capable of overcoming organizational inertia, along with keeping up with simultaneous changes. The results revealed that this behavior dampens the negative relationship between visionary leadership and organizational inertia. The theoretical and practical implications of the extracted results are discussed. Supplementary Information The online version contains supplementary material available at 10.1007/s12144-022-02743-6.