Abstract: he relationship between humble leadership and creativity is an emerging research topic in the context of organizational change, but most of the previous studies were limited to a single level. We argue that it is necessary to distinguish between individual-focused and team-focused humble leadership and their unique influences on individual and team level scientific creativity to fully understand how team leaders stimulate science and technology innovation effectively. Using multi-level data from 404 science and engineering undergraduates of 100 science and technology innovation teams across 78 universities in China, we examine the independent and interactive effects of multi-level focused humility leadership on individual and team scientific creativity. The results show that: at the individual level, individual-focused humble leadership has a positive effect on individual scientific creativity, which is mediated by individual perspective taking. At the team level, team-focused humble leadership has a positive effect on team scientific creativity, and team perspective taking mediates this positive effect. Furthermore, team perspective taking constructs a cross-level situational factor, which not only moderates the effect of individual perspective taking on individual scientific creativity, but also moderates the indirect effect of individual-focused humble leadership on individual scientific creativity through individual perspective taking. The above effects are stronger when team perspective taking is high. Finally, the theoretical and practical implications are discussed.