The influence of humble leadership on employees’ work engagement: the mediating role of leader knowledge-sharing behaviour

Abstract

Purpose This paper empirically aims to investigate the mediating role of leader knowledge-sharing behaviour (LKSB) in the relationship between humble leadership (HL) and work engagement (WE). Design/methodology/approach The responses of 321 employees in hospitality organisations in Jordan were collected via an online survey. The study data was then analysed using structural equation modelling. Findings The study found that leaders showing humble behaviour were able to share knowledge that ultimately improved employees’ work engagement; thus, confirming that leaders sharing knowledge behaviour mediates the relationship between HL and all three dimensions of work engagement. Originality/value This study delves into and sheds further light on HL theory by proposing that LKSB serves as a motivational basis for the relationship between HL and employees’ work engagement. By bolstering the mediating mechanism of LKSB, the findings provide new, deeper insights into the influence of HL on all three dimensions of work engagement.

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