The study is an investigation of transformational leadership impact on organizational performance; the mediating role of organizational innovation. The study revealed that organizational innovation has mediated significant impact on organizational performance. The research found that transformational leadership and organizational performance has strong relationship. Therefore, it will help the managers to create such leadership style in the organizations. Pakistani organizations need an environment where leaders motivate and encourage the employees who are wishing to become more creative and effective in leading the successful organizations.

It is evident from the past research that employees who perceive the organizational policies as not just, the employees tend to leave the organizations and start their professional career in other organizations where they feel comfortable and organization policies as fair and just. Literature accords the moderate relationship of job embeddedness on turnover intentions. This study analyzed the moderate relationship of job embeddedness on turnover intentions and organizational justice in banking sector of Pakistan. Sample of study consists of 313 banking employees from different cadre. Regression Analysis was used to analyze the data. Results clearly indicate that job embeddedness do not moderate the relationship of turnover intentions and organizational justice. There is further need to explore the role of job embeddedness in other professional organizations. Implications for management and future directions are discussed.

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Aim - Past studies support the importance of organizational justice and its impact on employees' work attitudes. There are many factors that affect the employees’ work attitude but their perceptions about organizational justice and support are significant factors. Many studies have been conducted to investigate the relationship between Organizational justice and trust but there is a lack of research to measure the mediating role of perceived support. This study examines the role of perceived support as a mediator between organizational justice and trust. Methodology - The sample of the study is 170 faculty members of public and private sector universities of Pakistan.  A cross-sectional design with a standardized questionnaire is used. Findings - Results indicate that distributive, procedural and interactional justice is direct antecedents of organizational and supervisory trust with the demonstration perceived organizational support as a partial mediator between procedural justice and organizational trust. Distributive justice is related to organizational trust both directly and indirectly through perceived organizational support and supervisory trust. Finally, interactional justice is a direct and indirect predictor of supervisory trust through perceived supervisor support.