PurposeThis study seeks to examine the mediating role of knowledge sharing (KNS) in the nexus between leadership behaviours and organizational performance (OP).Design/methodology/approachUsing the survey research design, data were obtained from 335 employees in the Ghanaian financial service sector. Responses were analysed using IBM SPSS (v.23.0), Smart PLS 3.0 and Haye’s (2017) PROCESS macro.FindingsKNS mediated the relationship between leadership behaviours and OP. In addition, transformational leadership behaviour and transactional leadership behaviour positively relate to OP rather than transfor-sactional leadership behaviour.Practical implicationsThe findings of this study give credence to the disputed notion that KNS plays a significant role in effective leadership behaviours that enhances OP.Originality/valueThis paper provides a distinctive approach in examining the interrelationship among leadership behaviours, OP and KNS in the Ghanaian financial service sector.

Job safety was examined as a mediator of the relationship between management safety practices, safety programs, and employee commitment in Ghana's mining sector.  A descriptive study approach was used, specifically a cross-sectional survey. The research discovered a clear link between management safety practices and employee commitment. It was shown that management safety measures had a strong positive association with job safety. Job safety also had a significant positive relationship with employee commitment. The connection between management safety and employee commitment was mediated by job safety.  This study demonstrates how safety at the workplace boosts employees’ commitment in achieving organizational goals. The study advises organizations operating in high-risk environments to adopt industry-wide standard safety practices to ensure employees can develop the sense of attachment required for organizational growth. This can be achieved when management shows concern for employees’ safety. This is the first research to look into the link between management safety practices in the workplace and employee commitment.

One of the major challenges faced by female employees is the difficulty in juggling between family and work roles. This affects their career progression in the organization. Therefore, this study aims at examining the buffering role of perceived organizational support in the relationship between family–work conflict and career progression. The study utilizes the quantitative research paradigm and employed the survey research design. Responses from two hundred and twenty (220) female officers of the Ghana Revenue Authority–Customs Division were analysed using Smart PLS – 3.0 and Haye’s (2017) PROCESS macro. The result of the study revealed that family–work conflict is negatively related with career progression (career goal progression, professional ability development, and promotion speed). Perceived organizational support moderated the association between family–work conflict and both professional ability development and promotion speed. However, it did not moderate the relationship between family–work conflict and career goal progression. These findings imply that for female officers to progress in the midst of family–work conflict, organizations must institute support systems and policies to reduce its impact on career progression.