The influence of servant leadership on innovative work behavior in public service: testing a multiple mediation model

Purpose This study aims to investigate how servant leadership (SL) fosters innovative work behavior (IWB) among public service employees, mediated by knowledge sharing (KS) and creative self-efficacy (CSE), and moderated by task autonomy (TA), in a model which integrates relational, cognitive, and structural mechanisms. Design/methodology/approach The study employs a partial least squares structural equation (PLS-SEM) to analyze data collected from 524 public service employees of the Brazilian Federal Police (PF). Findings Results confirm that SL positively influences IWB through dual mediation mechanisms: KS (β = 0.038, p = 0.001) and CSE (β = 0.092, p = 0.003). CSE exerts the strongest significant influence, indicating that employees' confidence in their creative abilities has a greater impact than KS. TA strengthens the link between SL and CSE (β = 0.126, p = 001; f2 = 0.02), moderates the relationship and amplifies the indirect effects on IWB. The model explains 51.6% of IWB variance, indicating both high explanatory and predictive power. Originality/value This study provides empirical evidence that, in rigid public contexts, CSE is the primary mechanism that translates SL into IWB, surpassing the influence of KS. TA is a necessary condition for activating this creative potential. The results empirically contribute to the literature by testing the proposal integrated model and, methodologically, by confirming the predictive and explanatory strength of PLS-SEM in public administration research. The lack of studies on these integrated variables and the specific context – the Brazilian PF – highlights the importance of this research and amplifies empirical understanding of public service innovation.