Effect of humble leadership on proactive work behaviour: The mediating role of psychological empowerment among nurses

Abstract

Aim This study was designed to determine the effect of humble leadership on nurses' proactive behaviours at work through psychological empowerment. Background Nurse leaders' humility has a profound effect on enhancing nurses' proactive work behaviour; yet, the mechanism underlying this pattern of effect remains unknown. Methods A descriptive cross‐sectional study was conducted in all nine Universal Health Insurance hospitals in Port Said, Egypt. Using scales for assessing leader humility, psychological empowerment and proactive behaviour at work, 316 nurses were surveyed. Regression analyses and structural equation models were used to examine the study hypothetical model. Results The results revealed that humble leadership, psychological empowerment and proactive work behaviour were significantly positively correlated. Psychological empowerment fully mediated the relationship between humble leadership and proactive work behaviour. Conclusion This study emphasized the value of humble leadership in psychologically empowering nurses, which results in greater proactive work behaviour. Implication for Nursing Management Nurse managers should lead their nursing staff with humility, which could increase the level of nurses' psychological empowerment and proactive behaviours at work, which will be reflected positively on the staffs and the organization.

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