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Purpose: Research on knowledge hiding behavior among employees in organizational is still in its infancy and remains scarce despite its prevalence and negative impact as reported by previous studies. Some of the possible suggested antecedents of knowledge hiding studied include trust, job characteristic, organizational culture, and work environment. Despite these studies, few have attempted to investigate the influence of transformational leadership on knowledge hiding behavior. Furthermore, the mechanisms through which transformational leadership influences on knowledge hiding behavior in organizations are not adequately investigated. Therefore, mediator variable is proposed. Findings: Based on transformational leadership theory and psychological ownership theory, this paper proposes that the relationship between transformational leadership and knowledge hiding behavior of employees in the organization could be mediated by organizational psychological ownership. Implications: Thereby the organization would contain employees that are motivated and behave positively towards organizational performance. JEL Classification: D23

Currently, nurses’ job performance in Nigeria’s public healthcare system has been called into question and is under more pressure due to the current global COVID-19 pandemic. In enhancing the effectiveness, efficiency and promptness of Nigeria’s public healthcare service delivery, this study seeks to explore how work engagement could play a key role in explaining the influence of organisational commitment on nurses’ job performance. A survey-based questionnaire, using a simple random technique was employed to collect data from 406 nurses working in public hospitals in Kaduna State, Nigeria. The data were analysed employing the Partial Least Squares-Structural Equation Model (PLS-SEM). Results demonstrate that affective and normative commitment wield positive significant effects on nurses’ job performance, while work engagement significantly mediates affective commitment, normative commitment and nurses’ job performance relationships. Consequently, this study recommends that the management of Nigeria’s public healthcare system and its policymakers should improve the commitment level of nurses through work engagement with a view to enhancing how well they do their job. This study benefits all the relevant stakeholders of Nigeria’s public healthcare system.