Abstract
The present study explores the effect of servant leadership on employee innovative behavior. Specifically, it looks into the mediating role of employee affective commitment and demonstrated responsibility in this relationship. Augmenting this, it investigates into the moderating role of job autonomy on the proposed mediation mechanisms underlying the liaison between servant leadership and employee innovative behavior. Application of SEM and PROCESS reveal that servant leadership is positively related to employee innovative behavior, affective commitment partially mediates the relationship between servant leadership and employee innovative behavior, demonstrated responsibility partially mediates the relationship between servant leadership and employee innovative behavior, affective commitment and demonstrated responsibility sequentially and fully mediate the relationship between servant leadership and employee innovative behavior, and job autonomy moderates the sequential mediation relationship between servant leadership, affective commitment, demonstrated responsibility and employee innovative behavior. Lastly, the study proffers key implications, limitations, and future research directions.