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<p>The purpose of this study is to examine how servant leadership and organizational innovation climate influence innovative work behavior in service institutions. Affective commitment is examined as a mediating variable, while perceived organizational support is examined as a moderating variable. This study adopts a quantitative research design using partial least squares structural equation modelling (PLS-SEM) based on survey data collected from 434 respondents. Bibliometric and conceptual analyses are employed to strengthen the theoretical grounding and support the interpretation of empirical findings. The results indicate that servant leadership and innovation climate have significant direct effects on innovative work behavior, with affective commitment mediating both relationships. Furthermore, perceived organizational support significantly moderates the influence of servant leadership and organizational innovation climate on innovative work behavior. These findings suggest that employee innovation in service institutions is sustained not merely by formal structures or leadership practices, but by employees’ emotional attachment and perceived organizational care, which motivate discretionary innovative efforts. The study highlights that fostering innovative work behavior requires aligning leadership, supportive climates, and employees’ affective and perceptual experiences.</p>

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The role of servant leadership and innovation climate in encouraging innovative work behavior in service institutions

  • 期刊论文

  • 出版模式：

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  • 发表日期：

    2026年5月2日

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  • Rully Wahyu Prasetyowanto,
  • Suparto Wijoyo,
  • Yetty Dwi Lestari,
  • Sri Wahyu Lelly Hana Setyanti

摘要

The purpose of this study is to examine how servant leadership and organizational innovation climate influence innovative work behavior in service institutions. Affective commitment is examined as a mediating variable, while perceived organizational support is examined as a moderating variable. This study adopts a quantitative research design using partial least squares structural equation modelling (PLS-SEM) based on survey data collected from 434 respondents. Bibliometric and conceptual analyses are employed to strengthen the theoretical grounding and support the interpretation of empirical findings. The results indicate that servant leadership and innovation climate have significant direct effects on innovative work behavior, with affective commitment mediating both relationships. Furthermore, perceived organizational support significantly moderates the influence of servant leadership and organizational innovation climate on innovative work behavior. These findings suggest that employee innovation in service institutions is sustained not merely by formal structures or leadership practices, but by employees’ emotional attachment and perceived organizational care, which motivate discretionary innovative efforts. The study highlights that fostering innovative work behavior requires aligning leadership, supportive climates, and employees’ affective and perceptual experiences.