Background A humble leader cultivates a positive work environment, where nurses’ voices can be heard in policy and decision‐making. This ultimately contributes to organizational agility and a more responsive healthcare system to changes in patient needs, policies, and external challenges. Aim To assess the impact of humble leadership on nurses’ voice behavior and organizational agility. Methods A comparative descriptive cross‐sectional study design was employed, using a stratified random sample of 394 nurses working at El‐Mahalla General Hospital (268 nurses) and El‐Mobara Hospital (126 nurses). Data were collected through three tools: the humble leadership questionnaire, the nurses’ voice behavior scale, and the organizational agility questionnaire. Results Significant differences were found between the two hospitals. Nurses at El‐Mahalla reported higher perceptions of humble leadership, whereas nurses at El‐Mobara demonstrated higher levels of organizational agility and promotive voice behavior. Humble leadership was positively correlated with both nurses’ voice behavior ( r = 0.675, p < 0.001) and organizational agility ( r = 0.382, p < 0.001). Regression analysis showed that teachability ( B = 0.704) and self‐awareness ( B = 0.338) significantly predicted nurses’ voice behavior, while self‐awareness was the strongest predictor of organizational agility. Conclusion Promoting humble leadership, fostering nurse voice behavior, and improving organizational agility should be priorities in nursing and health policies to create adaptive, collaborative, and high‐performing healthcare environments.
Hossny et al. (Thu,) studied this question.