Humble leadership and work fatigue: The roles of self-efficacy and perceived team autonomy-support

Abstract

Work fatigue plays an important role in employee health and workplace safety. However, little is known about leadership qualities for reducing employee work fatigue. This study explored the relationship between humble leadership and work fatigue, the mediating role of self-efficacy, and the moderating role of perceived team autonomy-support. Participants were 226 hospital nurses (female = 99.56%; 25–35 years old = 53.54%; bachelor’s degree or above = 59.73%). Structural equation modelling results indicated humble leadership to be associated with lower employee physical fatigue, mental fatigue, and emotional fatigue. Furthermore, self-efficacy mediated the effects of humble leadership on employee physical fatigue, mental fatigue, and emotional fatigue. Perceived team autonomy-support moderated the direct relationship between humble leadership and self-efficacy. Further, perceived team autonomy-support moderated the indirect relationship between humble leadership and physical fatigue, mental fatigue, and emotional fatigue via self-efficacy. In conclusion, humble leadership may reduce employee work fatigue through self-efficacy within a team autonomy-support climate.