Humble leadership in current years has drawn attention because of its potential effects on workers performance. Retaining /embedding nurses into their work is a challenge for healthcare organizations. Humble leaders do stimulate their staff initiatives and efforts to boost nurses' job crafting and eventually impact on their embeddedness. Aim of the study: This study aimed at investigating the influence of humble leadership on job embeddedness and job crafting among nurses. Research Design: A cross-sectional design was used in the study. Settings: This study was conducted in two sectors, namely Emergency sector and El-Salam sector each sector consists of four Hospitals, which are associated to Zagazig University Hospitals, Alsharaqia. The hospital consists of different critical and non-critical units providing direct patient care. Subject: staff nurses involved in this study, their number was (382). Tools of data collection: Three tools were used for data collection namely Humble leadership Scale (HLS), Job embeddedness Scale (JES)and Job Crafting Scale (JCS). Results: total humble leadership perceived at high level of staff nurses ( Mean = 36.23), while total job embeddedness was mean score (105.42 )indicated as a high level of staff nurses' job embeddedness, and the total mean scores job crafting was at high level (64.31) .Conclusion: humble leadership was statistically significant and positively correlated with Job embeddedness , and highly statistical significant correlation exist between job crafting and Job embeddedness. Recommendation: implementing humble leadership educational program that allows mastering its skills and strategies to enhance job embeddedness and job crafting among all health care organizations. Further research to explore the effect of moderator on study variables among staff nurses. Keywords: Humble Leadership, Job Embeddedness, Job Crafting , Nurses Introduction The nursing profession, which serves as the foundation of healthcare institutions and the initial point of contact with patients, is experiencing a global increase in turnover. There was a range of 15.1% to 44.3% in the global nurse turnover rate (Pang, et al., 2020; Walpita and Arambepola, 2020). With a scarcity of 19.3 nurses per 10,000 of Egyptian people, more than anywhere else in the world, and a high rate of nurse migration from Egypt, the situation is only getting worse (World Health Organization (WHO), 2021). Nurse turnover is costly because the onboarding process for novice nurses is projected to cost 1.3 times the yearly wages of a nurse. Additionally, the lack of nurses has an indirect impact that is detrimental to nurse satisfaction, productivity, nursing care quality safety care for patients ( Hopson et al.,2018; Dall’Ora et al., 2020).Due to these negative consequences, academics and practitioners have been searching for reasons why nurses quit their jobs for a number of years; sadly, they have not yet completely discovered any strategies that would help keep nurses in their positions (Brook et al., 2019; Li et al., 2022). Because of this, "job embeddedness" has become a