Abstarct: The present study aimed to examine the effect of humble leadership on nurses’ turnover intention by considering the role of leader expertise. The main research problem was whether humble leadership behaviors and the level of leader expertise can reduce nurses’ turnover intention, and whether leader expertise moderates the relationship between humble leadership and turnover intention. In terms of purpose, this study is applied, and in terms of method, it is a descxriptive-survey study with a correlational approach. The statistical population consisted of nurses working at Imam Khomeini Hospital in Tehran. baxsed on Morgan’s table, 278 nurses were selected as the sample. Data were collected using a standardized questionnaire measuring humble leadership, leader expertise, and turnover intention. The collected data were analyzed using SPSS and SmartPLS software. The findings showed that humble leadership had a negative and significant effect on turnover intention, with a path coefficient of -0.411 and a t-value of 8.834. Moreover, leader expertise had a negative and significant effect on nurses’ turnover intention, with a path coefficient of -0.511 and a t-value of 12.026. In addition, leader expertise had a positive and significant effect on humble leadership, with a path coefficient of 0.553 and a t-value of 15.093. However, the moderating effect of leader expertise on the relationship between humble leadership and turnover intention was not confirmed, as the path coefficient was -0.028, the t-value was 0.835, and the significance level was 0.404. Therefore, the results indicate that humble leadership and leader expertise can directly contribute to reducing nurses’ turnover intention; however, in this study, leader expertise did not play a significant moderating role in the relationship between humble leadership and turnover intention.