Exploring the Impact of Organizational Identification on Innovative Work Behavior in the Korean Public Sector: The Moderating Role of Charismatic Leadership

Public sector organizations increasingly face demands for innovation. However, the hierarchical and rule-bound nature of bureaucracy can hinder employees’ ability to engage in creative and change-oriented behavior. This study investigates how organizational identification—a psychological sense of oneness with the organization—is associated with innovative work behavior among South Korean public officials and how this relationship is moderated by charismatic leadership. Grounded in social identity theory and leadership literature, we argue that employees with strong organizational identification are more likely to exhibit innovative work behavior, particularly when supported by leaders who articulate an inspiring vision and embody core public values. Using data from the 2024 Comparative Survey on Perceptions of Public and Private Sector Employees (N = 1012), hierarchical regression analyses reveal that both organizational identification and charismatic leadership significantly promote innovative work behavior. Furthermore, charismatic leadership enhances the positive effect of identification on innovative work behavior. These findings contribute to behavioral public administration research by clarifying how employee identity and leadership style interact to foster innovation, even within rigid procedural environments.