The primary objective of this qualitative research is to identify and study various leadership styles in the maintenance industry of UAE. The researcher used focus group as a method of data collection. 8 senior officers from the various reputed maintenance companies were invited for the deliberation on the leadership styles being practiced in the various management hierarchies of such companies. The researcher also investigated success level of various leadership styles in terms of employee motivation and moral. The researcher guided the Focus Group Members' discussion around these areas, took notes, and finally complied all the views in a report format. Study revealed that Top level management practicing autocratic style of leadership that is not yielding the desired results of higher motivation level and subordinates are also not really happy with it. Targets and being achieved but corporate citizenship feel is missing in the subordinates. Middle level management is practicing almost all types of leadership styles but team leadership is most commonly used by middle level management, subordinates are generally happy with it. Lower level management using autocratic leadership style in order to control the field staff; however field staff never felt happy with it as they feel bad when always engineers / supervisors imposing their decisions on them and being the work floor workers, their suggestions are not taken care of.

The focus of this paper is to develop a comprehensive conceptual framework for the relationship between internal employer brand image and talent retention. An extensive and semi-systematic literature review identified a number of antecedents and consequences that have been empirically tested in various cutting-edge research studies that were conducted around the world. The existing literature is reviewed using a topical approach, and 66 research studies, most recent from various repositories, were carefully chosen and reviewed based on the criteria. Such studies have been discerned and synthesized in order to establish a complete and accurate understanding of the phenomenon. Finally, a comprehensive and relatively rich conceptual framework has been proposed for future empirical explanations in various social settings via prospective research.

The purpose of this research is to explore factors that build Employer Brand Image (EBI) for attracting and retaining intellectual capital comprising human capital too. The impression of an organization as an employer in the mind of current or prospect employees is called EBI. There are certain factors that shape the image of employer as a brand. Literature review suggested that researches, already done, have been carried out in Europe, Australia, and USA. The gap in literature is found that no study has been carried out to explore the social phenomenon of EBI in Pakistan; not even in South Asia. This is exploratory, qualitative, and phenomenological research. Purposive sampling is carried out using Sequential and Emergence-driven sampling technique whereas sampling method is snowballing. Total 14 semi structured interviews are taken from permanent faculty of private universities of Karachi. Numerous themes have been emerged, out of which six are categorized as core factors and the rest of them are sub-factors. Explored core factors include Organizational Culture and Environment, Package of Benefits, Training, Development and Career Progression, Market Value and Prestige, Recognition, and Location. Employers can build good EBI if they are establishing ideal working environment and positive culture, offering competitive package of benefits, providing training, development, and career progression opportunities, have good social recognition and prestige, recognizing employees’ work, and located in nearer, safer and securer area. EBI is important for employers because they can establish huge pool of applicants and social recognition as good employer, which helps picking the best talent that serves as intellectual capital.