The mediating role of work engagement and self-efficacy in the effect of humble leadership on task performance: A research on parliamentary advisors

The purpose of this research is to examine the effect of perceived humble leadership on task performance and the mediating role of work engagement and self-efficacy in this relationship. The research was conducted on parliamentary advisors working in the Grand National Assembly of Turkey. The sample of the study consists of 173 parliamentary advisors. A survey method was used as the data collection tool. As a result of the structural equation modeling analysis, it was found that humble leadership has a positive and significant effect on task performance. The results of the research also revealed that humble leadership positively and significantly influences task performance. Additionally, it was determined that humble leadership has positive and significant effects on work engagement and self-efficacy. Moreover, work engagement and self-efficacy were found to have positive and significant effects on task performance. Mediation analyses showed that work engagement and self-efficacy play a full mediating role in the relationship between humble leadership and task performance. These findings demonstrate that humble leadership plays an important role in improving employees' task performance, and this effect occurs through work engagement and self-efficacy. The results of this study indicate that encouraging humble leadership practices in organizations can enhance employees' task performance by increasing their levels of work engagement and perceptions of self-efficacy.