Government organizations in Egypt are experiencing a reduction in workforce size, as new employees are not being hired to replace those who leave due to death, illness, or retirement, except in very limited circumstances. The rate of loss consistently exceeds the rate of new additions. As a result, there is increased reliance on the remaining workforce, which has led to a growing need for adaptive performance among employees. Accordingly, the current study aimed to identify the mechanism of the relationship between humble leadership and adaptive performance in government service directorates in Al Sharqia Governorate., through the partial mediation of psychological safety and the moderating role of self-efficacy. Using a questionnaire, primary data were collected on the study variables from a sample of (342) respondents across (12) government service directorates in Al Sharqia Governorate. Using structural equation modeling – partial least squares (SEM-PLS), the study found a statistically significant direct relationship between humble leadership and adaptive performance. Moreover, psychological safety was found to partially mediate the relationship between humble leadership and adaptive performance, with statistical significance. Additionally, self-efficacy was found to have a statistically significant moderating effect that enhances the relationship between psychological safety and adaptive performance. Finally, the study presented a discussion of the results, theoretical implications, practical applications, limitations, and suggestions for future research.