Purpose The purpose of this paper is to empirically investigate the moderating effect of humble leadership on the relationship between different intrinsic and extrinsic motivational factors and employee’s knowledge-sharing intention. Design/methodology/approach Responses of 236 employees in public organisations in the country of Jordan were collected via the completion of an online survey. The study data was analysed using structural equation modelling. Findings This study found that humble leadership support positively moderated the effect of intrinsic motivational factors (i.e. self-efficacy and enjoyment) on KS intention, while such leadership does not moderate the relationship between extrinsic motivational factors (i.e. rewards and reciprocity) and KS intention. Originality/value This study increases the understating of the conditions under which employees’ knowledge-share by exploring the moderating effect of humble leadership behaviour on motivational factors and KS intention in public organisations, particularly in the context of a developing country.

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.

The objective of this study was to investigate the impact of employee empowerment (i.e., structural and psychological empowerment) on job engagement (i.e., physical, emotional, and cognitive engagement). A quantitative approach was adopted in order to achieve such a study aim, and the data was collected via an online questionnaire. The sample of this study consisted of 300 employees from the Aqaba Special Economic Zone Authority (ASEZA), one of the biggest Jordanian organisations in Aqaba, with a total of 293 questionnaires retrieved and 7 excluded due to their being invalid for statistical analysis. This yielded a total of 286 accepted questionnaires, or 95.3% of the total questionnaires provided. Moreover, the Statistical Analysis Package for Social Science (SPSS) was used for data analysis, the results of which indicating that the level of implementation of employee empowerment dimensions had a medium rate amongst ASEZA’s employees, as the structural empowerment was applied more than the psychological empowerment. Furthermore, the level of present job engagement dimensions also had a medium rate amongst the surveyed ASEZA employees. The results also indicated there to be a significant statistical impact by structural and psychological empowerment on physical engagement and cognitive engagement, whilst there was no significant statistical impact made by structural empowerment on emotional engagement compared to psychological empowerment, which had a significant statistical impact on it. In light of the findings of this research, ASEZA managers must pay more attention to the role of empowerment of employees in promoting work engagement, since this enhances the organisation’s ability to achieve the appropriate strategy and gain a comparative advantage.

Purpose The concept of knowledge-hiding starkly contradicts the notions with which it is closely associated, such as knowledge-hoarding and knowledge-sharing. The understanding of the effect of humble leadership on follower knowledge-hiding behaviour is particularly limited, as it is significantly underdeveloped owing to its distinct nature. Ergo, this paper aims to explore the role of humble leadership and its ability to mitigate employee knowledge-hiding behaviour. Moreover, this study aims to investigate the mediating effect of employee self-efficacy and the trust that they have in their leader, based on the relationship between humble leadership behaviour and knowledge-hiding in Jordanian health-care organisations. Design/methodology/approach This study used a quantitative method, and 260 employees of Jordan’s health-care organisations completed an online self-report questionnaire. Further to this, structural equation modelling was used to test the hypothesised correlations. Findings According to the findings of this study, the leaders who exhibited humble behaviour mitigated their employees’ tendencies to engage in the two dimensions of knowledge-hiding (evasive hiding and playing dumb); however, they increased the tendency to practice rationalised hiding. Furthermore, the self-efficacy of employees and trust in their leader mediated the relationship between humble leadership and employees’ knowledge-hiding behaviour. Originality/value This study contributes to the literature by proposing and empirically demonstrating the impact of humble leadership across all three dimensions of knowledge-hiding behaviour, which in turn facilitates new discoveries in a developing country setting. This research expands and sheds light on the theory of humble leadership by proposing a motivational aspect in the negative relation between humble leadership and employees’ knowledge-hiding behaviour: employees’ self-efficacy and trust in their leader.

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