The main purpose of our study was to examine the direct and indirect link between humble leadership and innovative behaviour. It also examined the role of top management support as a moderating role. We collected data from 391 employees in the hospitality context in Egypt. Structural equation modelling was used to analyse the data. The results indicated that there is a direct effect of humble leadership on employees innovative behaviour. Both psychological capital, work engagement, and psychological empowerment mediate the link between humble leadership and innovative behaviour. It also revealed that top management support moderates this relationship. This study offers meaningful implications for managers in the hospitality industry.