<p>Building on affective events theory and broaden-and-build theory, we examine the indirect effect of daily leaders’ recognition behavior on daily innovative work behaviors (IWBs; incorporating idea generation, idea promotion, and idea application), via daily positive affect. In addition, we tap into the moderating role of daily work-related isolation, a potentially harmful characteristic of the ever-increasing introduction of remote working practices. We used diary study data to test the proposed hypotheses. Data were collected from 39 Dutch employees who completed a daily questionnaire over ten consecutive working days, during which they primarily worked from home (<i>N</i> = 231 days). Results largely supported our hypothesis, suggesting an indirect effect of daily leaders’ recognition on daily IWBs through daily positive affect for two of the three dimensions (idea promotion and application, but not idea generation). Additionally, work-related isolation moderated the relationship between positive affect and idea promotion and idea application. Moreover, the indirect positive effect of daily leaders’ recognition on both daily idea promotion and application via daily positive affect was significant at low levels of daily isolation. To assess the robustness and generalizability of the moderating effects of isolation on the relationship between positive affect and IWBs, we conducted an additional diary study among 180 Dutch hybrid workers (<i>N</i> = 1,358 days). In this study, the moderating role of isolation was modeled by two three-way interactions involving working from home, and either social support or perceived positive feedback. Results showed a weakening effect of working from home combined with low levels of positive feedback on the relationship between positive affect and idea promotion. Together, these findings underscore the crucial role of social resources in shaping how positive affect translates into IWBs.</p>