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Drawing on conservation of resources (COR) theory, this paper aims to explore the effect of perceived organizational injustice (POI) on organizational performance (OPE) indirectly through knowledge hiding (KH). Moreover, this paper examines the boundary effects of perceived organizational politics (POP) and moral disengagement (MDS).

We employed a time-lag approach to collect data from 244 employees in Pakistani private hospitals. SmartPLS v. 4.4 was run to check the outer model. For testing the moderated-mediation model as an inner model, PROCESS v.4 was applied.

POI negatively and indirectly influenced OPE through KH, whereas high levels of POP and MDS may result in a stronger POI–KH linkage.

This paper adds to the literature related to COR that has been utilized to explain employee behaviors in the hospital context, where the antecedents of OPE were primarily the subject of empirical investigation.

The primary objectives of this paper are to examine the mediating effect of team learning (TL) in the relationship between shared leadership (SL) and team performance (TP), to investigate the important contingencies-moderating role of workplace bullying in the relationship between SL and TL and to investigate the moderating role of job insecurity in the relationship between TL and TP in health-care organizations.

Based on the social learning theory, this study used the aggregation approach to collect data, by using a structured questionnaire and the purposive sampling technique, from 223 respondents (60 leaders and 174 team members) of 60 sales teams from the top 10 pharmaceutical companies. A structural equation modeling on SmartPLS 3.2.9. was then used for analyzing the data collected.

The results indicate that SL significantly affects TP and that TL partially mediates this relationship. Workplace bullying has a significant impact as it reduces the effect of SL on TL and has a significant impact on TL. On the other hand, job insecurity has positively influenced TL and TP.

One of the first studies in the Pakistan health-care producer context used social learning theory to develop a contingency model based on important contingencies (workplace bullying and job insecurity). The study contributes to the existing literature on team leadership, highlighting how leadership can be translated into team performance.

The pharmaceutical retail industry faces leadership challenges, emphasizing the importance of a mechanism to support sales managers. This paper aims to demonstrate how shared leadership (SL) might improve team performance (TP), with knowledge sharing (KS) and psychological safety (PS) serving as dual mediation effects.

The authors used social learning theory (SLT) to support their hypotheses. Using a purposive sampling technique, 440 respondents (65 leaders and 375 team members) from 65 pharmaceutical sales teams in Pakistan were obtained through data collection from dyad sources. The authors also used partial least square-structured equation modeling (PLS-SEM) using SmartPLS 3.3.9 to assess the measurement model and the direct paths testing. The authors also used PROCESS macro version 4 to examine dual mediation effects.

The results revealed that SL does not directly impact TP; rather, it depends on the dual mediating mechanisms of KS and PS.

This is an initial attempt to establish a conceptual model based on SLT, with KS and PS acting as dual mediation mechanisms. This research contributes to the current knowledge of team leadership by concentrating on how SL approaches might promote TP in the pharmaceutical sector.