Expanding the notions of leader-member exchange theory and knowledge management theory, the study investigated the associations of Leader-Member exchange, knowledge transfer, knowledge infrastructure capabilities, and talent management, adding significant contributions to developing talent management practices in the UAE banking industry. While existing literature provides valuable insights into
... [Show full abstract] global trends in talent management, there is a noticeable gap in understanding context-specific practices in the UAE banking sector. The researchers provided questionnaires to the respondents (n = 1200) across various banking entities in the UAE, and the data was analyzed using SPSS and AMOS. Finally Process Macro was used to evaluate the moderating and mediating relationships in the suggested talent management framework. The findings of the study show a positive relationship between leader-member exchange (LMX) and talent management practices (TMP). Moreover, the results indicate the mediating role of knowledge transfer (KT) in the association of LMX on TMP. This study bridged a critical gap of existing literature by enlightening the moderating and mediating role of knowledge infrastructure capabilities (KIC) in the association between LMX and TMP, through KT. The present study contributes to the leadership and knowledge management literature and provides a deeper understanding of the organizational dynamics, adding value additions toward conceptual approaches of the banking literature. Our study provided several recommendations to the banking professionals willing to advance talent management practices. The managerial implications based on the significance of leader-member exchange (LMX), knowledge transfer (KT), and knowledge infrastructure capabilities (KIC) proposed in this study will assist the banking practitioners in formulating the strategic moves supporting optimum talent management, developing the competent workforce. The study findings indicated the roles of leader-member exchange (LMX), knowledge transfer (KT), and knowledge infrastructure capabilities (KIC), supporting policymakers and industry leaders in boosting the development of a resilient and socially facilitating financial scenario. This study’s findings add to the existing body of knowledge by examining the connections among leader-member exchange (LMX), knowledge transfer (KT), knowledge infrastructure capabilities (KIC), and talent management practices (TMP) in the UAE’s banking industry. Apparently, this study stands apart as one of the studies that explored multifaceted associations among the understudy key components. The study expanded the theories in leadership and knowledge management toward conceptual understanding and simultaneously offering practical recommendations for the effective implementation of talent management practices in the changing scenario of the UAE’s banking industry.