The mediating role of job resilience in the relationship between humble leadership and teachers’ responsibility

Background The leadership style of managers is the most important factor in any organization that can play a decisive role on the mental health of employees. Objective The aim of this research is to investigate the mediating role of job resilience in the relationship between humble leadership and responsibility in primary school teachers. Methods The current research method was descriptive and correlational. The statistical population was all first grade elementary school teachers in the east of Iran. 176 people were selected by cluster sampling using Cochran's formula. The data collection tools were Morgan Lyons Job resilience questionnaire, Owens et al.'s humble leadership scale, and Glenn and Nelson's responsibility questionnaire. Data were analyzed using PLS software and structural equation modeling (SEM). Results Examining the path coefficients showed that the direct effect of humble leadership on teachers’ responsibility ( P ≥ 0.05, β=0.32) and job resilience is positive and significant ( P ≥ 0.05, β=0.59). The direct effect of job resilience on responsibility was also positive and significant ( P ≥ 0.05, β=0.55). Also, the examination of standardized coefficients showed that the indirect effect of humble leadership on teachers’ responsibility through job resilience is positive and significant. Conclusions The results showed that the variable of job resilience plays a mediating role in the influence of humble leadership on taking responsibility, and by understanding the impact of humble leader behaviors on the development of employee resilience, the development of resilience training programs can be learned and developed.