ABSTRACT: In today’s competitive global landscape, innovation is vital for organizational success, especially in the public sector, where innovative work behavior (IWB) among civil servants is key to improving public services and achieving national development goals. Indonesia’s 2024 Global Innovation Index ranking highlights the need for human resource development to enhance innovation capabilities, aligning with the National Long-Term Development Plan’s focus on creating a competitive workforce. This requires fostering a culture that values creativity and empowers employees to contribute to service improvement. IWB is shaped by individual, organizational, and external factors. Personal competency, transformational leadership, and organizational justice are critical drivers, as leaders create supportive environments for innovation, and fairness motivates employees. Challenges like work-life balance and insufficient support can hinder innovation, though social support can mitigate these issues and enhance well-being, boosting innovative potential. This study analyzes the impact of personal competency, leadership, organizational justice, and social support on IWB among 402 employees of Indonesia’s Ministry of Public Works. Using SEM analysis, the findings show that personal competency, leadership, and organizational justice significantly and positively influence IWB. Social support’s role is nuanced: it positively moderates the relationship between organizational justice and IWB but may negatively impact IWB if over-relied upon. It does not significantly moderate the leadership-IWB relationship. These results emphasize the importance of competency development, leadership training, and promoting organizational justice, while strategically leveraging social support to foster innovation in Indonesia’s public sector.

KEYWORDS – Innovative Work Behavior (IWB), Leadership, Organizational Jutsice, Personal Competency, Social Support.