Linking authentic leadership, knowledge sharing and organizational learning with employee performance: the moderating role of organizational support in UAE’s higher education sector

Purpose This research examines the connections between authentic leadership (AL), characterized by leadership emphasizing openness and good behaviors, knowledge sharing (KS), organizational learning (OL) and employee performance (EP) in higher education institutions within the UAE. Design/methodology/approach The study adopts a quantitative approach grounded in positivist philosophy. Data were gathered through a questionnaire administered to 374 staff members in UAE higher education institutions. The research utilized validated scales to measure constructs including AL, KS, OL, perceived organizational support and EP. The data collected were analyzed using structural equation modeling. Findings AL directly impacts KS, OL and EP, with KS and OL mediating the relationship between AL and EP. Additionally, perceived organizational support moderates the effect of AL on KS, but not on OL or EP. Originality/value This study enhances our understanding of how AL, coupled with organizational support, can boost KS and OL, ultimately leading to enhanced EP in higher education. It provides practical insights for academic leaders and policymakers to foster supportive and high-performing environments.