Purpose The purpose of this paper is to explore the influence of an emerging and idealized leadership style in hospitality research such as servant leadership on employees’ innovative work behavior (IWB) via creative self-efficacy. This study also aims to investigate the moderating role of knowledge sharing between creative self-efficacy and IWB. Design/methodology/approach Data were collected from employees working in four- and five-star hotels in Pakistan. Partial least square-structural equation modeling via Smart PLS was used for data analysis. Findings Findings of the study reported the significant mediating effect of creative self-efficacy beliefs between servant leadership and IWB. Furthermore, the relationship between creative self-efficacy and IWB was strengthened to the extent that knowledge sharing among employees in the hotel firms was high. Practical implications Practitioners looking to enhance creative self-efficacy and IWB can do so by developing the servant leadership qualities of managers. Originality/value This paper contributes to the literature by showing creative self-efficacy as a crucial mediating mechanism through which servant leadership enhances employees’ IWB in the hospitality industry. Moreover, the findings add understanding in the body of knowledge that knowledge sharing among members in hospitality firms play boundary condition in the creative self-efficacy-IWB linkage.

The goal of the study is to investigate the effect of physical, cognitive, and emotional engagement on turnover intention among academic staff in public sector universities in Pakistan. The study highlights the buffering effect of organizational politics on employee engagement and turnover intention. The study employs a quantitative research design based around a partial least square analysis of datah gathered from academic staff in public universities in Sindh. The study shows there is a significant negative association between turnover intention, and employees' cognitive and emotional engagement. The findings of the study confirm the buffering effect of organizational politics on physical and emotional engagement and turnover intention. The direct effect of employees' physical engagement on turnover intention was not found to be significant. This study contributes to the conservation of resources theory; it also offers solutions to the problem of staff turnover based on building an organizational culture grounded in justice and teamwork.