The Effect of Humble Leadership on Task Performance: The Mediating Role of Work Engagement and Self-Efficacy

Abstract

Purpose – The main purpose of this research is to examine the effect of humble leadership on task performance and the mediating role of work engagement and self-efficacy in this relationship. In this vein, through research conducted on parliamentary advisors working in an environment characterized by a high work pace, intense relational interactions, and political pressures, the study analyzes how humble leadership behaviors influence employees’ task performance and the role of work engagement and self-efficacy perceptions in this process.
Design/methodology/approach – This study was conducted within the framework of a quantitative research methodology, utilizing a survey method for data collection. The research sample comprises parliamentary advisors working in the Grand National Assembly of Türkiye. Using a convenience sampling method, a questionnaire was distributed to 250 individuals, of which 173 responses were returned, deemed valid, and included in the analysis. Structural equation modeling (SEM) was employed to test the research model, and the AMOS software was used for the analyses.
Results – The analysis revealed that work engagement and self-efficacy play a full mediating role in the relationship between humble leadership and task performance. Findings indicate that the direct path from humble leadership to task performance is statistically insignificant, whereas the indirect effects through work engagement and self-efficacy are significant. These results suggest that the impact of humble leadership on task performance is realized indirectly via the aforementioned psychological mechanisms.
Discussion – Organizations should cultivate an organizational culture that encourages humble leadership behaviors and address this issue in leadership development programs. To enhance work engagement, job designs should promote autonomy, provide feedback, and ensure social support. Additionally, it is recommended that training and development programs be implemented alongside mentoring practices to strengthen employees' self-efficacy perceptions.