Servant Leadership and Innovative Work Behavior: The Mediating Role of Digital Knowledge Sharing and Public Service Motivation

Abstract

This study aims to examine the effect of Servant Leadership on Innovative Work Behavior among State Civil Apparatus (SCA) by incorporating Digital Knowledge Sharing and Public Service Motivation as mediating variables. This research employed a quantitative approach using purposive sampling, involving 177 respondents. Data were collected using a 7-point Likert-scale questionnaire and analyzed using PLS-SEM. The results indicate that Servant Leadership has a significant effect on Innovative Work Behavior, while the effect of Public Service Motivation is not supported. Furthermore, Public Service Motivation does not mediate the relationship between Servant Leadership and Innovative Work Behavior. The integrated model explains 59.5% of the variance in Innovative Work Behavior. This study contributes to the literature on innovative behavior among public sector employees, particularly in the context of digital transformation. The findings suggest that public organizations should strengthen servant leadership practices and digital knowledge management to foster employee innovation and improve the effectiveness of public service.