The impact of humble leadership on employee agility: unveiling the mediating role of employees' self-efficacy

Abstract

While employee agility has recently gained increased attention, there is a notable lack of research on its antecedents. This study investigates the impact of humble leadership on employee agility within the context of Egypt's hospitality industry. Utilizing survey data collected from 320 frontline employees within Egypt's travel agencies, the findings reveal a positive and significant impact of humble leadership on employee agility. Notably, the study identifies employees' self-efficacy as a partial mediator in this relationship, shedding light on the underlying mechanisms through which humble leadership shapes employee agility. These insights enrich the existing body of knowledge by providing a nuanced perspective on the influence of humble leadership on employee agility and offer practical implications for leaders and organizations seeking to enhance workforce agility in the dynamic setting of the hospitality industry.