Drawing on Social Exchange Theory and Self-Determination Theory, this study examines the impact of three leadership styles (ethical, transformational, and passive avoidant) on employee knowledge sharing. Further, this study explores the mediating effect of introjected motivation in the relationship between three leadership styles and employee knowledge sharing. Using time lag data this study employed a sample of 254 faculty members of public sector universities in Pakistan. Results supported the positive relationship between three styles of leadership and employee knowledge sharing. Moreover, our findings confirmed the mediating role of introjected motivation in the relationship between three leadership styles and employee knowledge sharing. Our study is unique, as it simultaneously examines how various styles of leadership predict introjected motivation and employee knowledge sharing. Implications along with limitations and future research directions are discussed.

Drawing on the social exchange theory (SET) and research on leadership influences, we developed and inspected a multilevel model to test the conditions and mechanisms through which a leader’s behavioral integrity (LBI) deters workplace ostracism (WO). We used trust as a mediator and the narcissistic personality of a leader as a boundary condition in the connection between a LBI and WO. Data were collected from 249 employees working in different five- and four-star hotels in Pakistan over three time lags. The statistical results revealed that a LBI reduces WO. Additionally, a LBI has an indirect effect on WO through interpersonal trust. We did not find statistical support for the moderating role of the narcissistic personality of a leader in the relationship between a LBI and WO. Implications, along with limitations and future research directions, are also discussed.

The purpose of this study is to explore essential factors affecting brand association that ultimately help in achieving brand equity. Based on the available literature, the authors explored several studies in which the researchers highlight the importance of brand equity and how the brand association could boost brand equity. They explored several factors such as brand awareness, brand experience, brand image, brand citizenship behavior, and brand identity. They also suggest how these factors can enhance brand association and brand equity in production as well as services organizations.

For understanding the employment relationship, the attention has been paid by researchers to psychological contract. This chapter provides an overview about the development of psychological contracts highlighting the definition and contribution of different authors. The authors further reviewed antecedents and consequences of psychological contracts. Using social exchange theory, undetermined obligations make the social relationships which create psychological contracts. Psychological contract results in high work engagement, organizational commitment, and job satisfaction. Furthermore, the authors reviewed employee-based brand equity, its antecedents and consequences, and how psychological contracts result in enhanced employee-based brand equity.