The effect of humble leadership on employee agility: The mediating role of work self-efficacy
Keywords:
Humble Leadership, Employee Agility, Work Self-EfficacyAbstract
This study aims to examine the effect of humble leadership on employee agility, with work self-efficacy serving as a mediating variable, at an ministry of environment in Regional Office for Ministry Environment of Bali and Nusa Tenggara. A quantitative research approach was employed using a census sampling technique involving 82 employees. Data were collected through a structured questionnaire and analyzed using Structural Equation Modelling Partial Least Squares (SEM-PLS). The findings reveal that humble leadership has a positive and significant effect on both employee agility and work self-efficacy. Furthermore, work self-efficacy positively and significantly influences employee agility. The mediation analysis indicates that work self-efficacy partially complementary mediates the relationship between humble leadership and employee agility. These findings suggest that humble leadership, characterized by openness, appreciation of employees’ contributions, and willingness to acknowledge limitations, plays a crucial role in fostering adaptive and agile employees through enhanced psychological confidence at work. This study contributes to the organizational behavior literature by providing empirical evidence on the psychological mechanism linking humble leadership and employee agility within the context of public sector organizations. Practically, organizations should strengthen leadership development and employee psychological capacity to enhance workforce agility in dynamic work environments.
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