Purpose This study aims to use an authentic leadership style to explore that whether male or female leadership of private academic institutions highly influences affective organizational commitment and tacit knowledge sharing among the library teachers. Additionally, this study encompasses the trust of library teachers and justifies whether the trust under male or female leadership highly moderates the effect on tacit knowledge sharing. Design/methodology/approach By using structural equation modeling, this study tests two leadership models (e.g. male and female leadership models). Using a convenient sampling approach, the researcher collects data from library teachers of private academic institutions in district Sheikhupura, Pakistan through face-to-face interaction. The study administered 650 survey questionnaires among the library teachers; however, 403 questionnaires were answered validly and reliably. The response rate was 62%. Findings The study found the direct and indirect effect of authentic leadership on affective organizational commitment and tacit knowledge sharing however, male authentic leadership influence on affective organizational commitment and tacit knowledge sharing was quite higher than female authentic leadership. Resultantly, the library teachers were more committed to sharing tacit knowledge under male leadership than female. Nevertheless, the moderating role of trust was found in female leadership but not in male leadership. Simply, the library teachers under male leadership were hesitant to trust others, so the chain of sharing hidden ideas and image of libraries was not found in male leadership. Practical implications Private academic institutions need authentic leaders to shape the knowledge economy of libraries and the structure of the academic institutions. For this reason, this study provides practical implications for managers that male leadership should be hired in academic institutions because it has a higher influence on librarians’ commitment and tacit knowledge sharing among peers as compare to female leadership. Originality/value To the best of the authors’ knowledge, this was the first study that differentiates the capabilities and skills of male and female authentic leadership in private academic institutions. Further, it suggests hiring male leaders in these institutions.

Purpose Different leadership styles are used to make innovations in organizations. So, a sound system of social exchanges has always been a need in this dynamic and technological world to challenge organizational problems. Drawing on the social exchange theory, this study aims to empirically investigate the mediating relationship of a set of social exchanges, e.g. leader-member exchange (L.M.X.), knowledge sharing behavior (K.S.B.) and voice behavior (V.B.), between transformational leadership (T.L) and innovative work behavior (I.W.B). Particularly, it explores the best social exchange behavior between T.L and I.W.B that plays a highly constructive role in the innovativeness of the hospitality industry in Pakistan. Design/methodology/approach The study targeted 403 frontline employees from hotels situated near Swat Valley, Pakistan. The study used a quantitative approach by using a convenient sampling technique. Structural equation modeling was run by using Smart partial least square 3.3.3 to test the proposed model. Findings The research supported that T.L significantly influenced I.W.B via a L.M.X., K.S.B. and V.B. T.L did not directly and significantly influence I.W.B so, there were full mediations between T.L and I.W.B. Specifically, knowledge-sharing behavior played a highly constructive role in innovativeness. Research limitations/implications The study targeted frontline employees from one place, Swat valley; however, data collection from different tourist places may generalize the results based on social exchanges and innovative behavior. A dyadic interaction between top-level and middle-level management may closely trace the innovative ideas among the employees. Practical implications The study found knowledge sharing to be a highly effective mechanism that supports employee innovation more than a L.M.X. and V.B. As a result, the managers should establish a sound system of knowledge sharing, which means a knowledge economy so that employees innovativeness can be boosted and promoted. Originality/value The present study was the first study in the hotel industry of Pakistan that reveals a highly effective mediating mechanism: K.S.B., which exists with T.L to increase workers’ innovativeness highly.

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Purpose Public and private universities keep facilitating knowledge transfer and sharing within academic institutions. Multiple factors have been investigated to strengthen the infrastructure of these universities; however, the researchers have always been trying to explore the best one. Therefore, the purpose of this study is to investigate the influence of academic supports on motivation to learn (MTL) and transfer, in turn, influence transfer of training (TOT). Interestingly, the sector (i.e. public or private universities) unveils TOT to see whether the public sector has best practices or private. Design/methodology/approach This study adopts valid measurement instruments from the literature studies. This study pretests the validity and reliability of the instruments. This study administers the designed survey questionnaire among the faculty members of both public and private universities. This study uses a convenient sampling approach using a quantitative research method. By applying Smart partial least square (PLS) 3.3.3, this study uses structural equation modeling. Findings This study supports that organization, supervisor and peer support significantly and positively influence TOT. Additionally, MTL and motivation to transfer (MTT) significantly and positively mediate the link between TOT and organizational, supervisor and peer support. MTL also significantly and positively influences MTT. Most interestingly, the sector significantly and positively moderates the link between TOT and organizational, supervisor and peer support, MTL and transfer. Practical implications The results support the public and private universities that they should develop the infrastructure containing learning motivation and transfer for easy TOT. This would be more effective if the in higher educational institutions (HEIs) follow research findings. Originality/value This study empirically tests the impacts of academic supports on MTL and transfer, which boosts the TOT. The novelty of the research can be implemented in HEIs’ rules and regulations.

Service-oriented industries now focus on capturing the encounter behaviours of both service providers and service recipients. It depends on the conditions of assessing the psychological needs of both parties in which the service provider provides services to the recipient and the recipient reciprocates service provider, in turn, to their services. Drawing from service encounter needs theory, this research has conducted two studies based on exploring the service provider–recipient dyadic encounter relationships between service quality and customer behaviours. By collecting data from 403 respondents from a broad range of service industries, study 1 found that service quality dimensions—reliability, responsiveness, assurance and empathy—were found to have a significant impact on customer satisfaction, but tangibility did not affect customer satisfaction. Interestingly, customer satisfaction is a psychological indicator of enhancing customer loyalty behaviours ( Zhang & Bloemer, 2008 ). So by surveying 361 respondents from different industries, study 2 was proposed to examine the notion that customer satisfaction mediates the relationship between service quality and customer loyalty behaviours—repurchase intention, word of mouth and willingness to pay more and to extend the literature of loyalty behaviours. Study 2 results show that there are significant mediating relationships between service quality and repurchase intention, words of mouth and willingness to pay more. Moreover, the research provides the guidelines, limitations and future directions.