The role of job crafting in mediating the influence of humility in leadership on the work engagement of state civil servants

Low levels of work engagement among State Civil Apparatus (ASN) remain a major problem impacting the quality of public services. This study aims to examine the effect of humble leadership on work engagement and examine the role of job crafting as a mediating variable in the public sector. This study employed a quantitative causal-associative approach with a survey of 94 ASN at the Bali Provincial Revenue Agency in Denpasar, Bali. Data were gathered through a structured questionnaire and analyzed using Partial Least Squares–Structural Equation Modeling (PLS-SEM). The results showed that humble leadership has a positive and significant effect on work engagement and job crafting. Work engagement is positively and significantly impacted by job crafting as well. Additionally, it was demonstrated that the association between work engagement and humble leadership is somewhat mediated by job crafting. These findings indicate that humble leadership encourages proactive employee behavior, which ultimately raises work engagement. The results of this study offer theoretical insights and real-world applications for public sector human resource managers looking to promote job crafting in the workplace.