Power distance orientation and the attitudinal mechanisms linking servant leadership to innovative work behaviour among Vietnamese public servants

Abstract The focus on fostering innovative work behaviour among public servants in Vietnam reflects a strategic effort to enhance public service delivery and citizen satisfaction. However, empirical insights into how to effectively motivate such behaviours remain scarce. This paper adopts a social cognitive theoretical lens to propose a conceptual framework linking supervisors’ servant leadership to employees’ affective commitment and their engagement in innovative work behaviour. The study draws on survey data from 244 public servants across multiple city government agencies in Vietnam to examine power distance orientation as a cultural boundary condition shaping employees’ affective responses to servant leadership and the broader association with innovative work behaviour. Findings indicate that power distance orientation weakens the positive relationship between servant leadership and affective commitment, whereas the direct relationship between servant leadership and innovative work behaviour remains stable across levels of power distance orientation. The study contributes to public administration and leadership research by demonstrating that cultural contingency may operate more strongly for employees’ affective evaluation of leadership behaviours than for behavioural enactment within reform‐oriented public sector settings. Managerial implications are discussed for public sector leaders operating across culturally diverse environments. Points for practitioners Leadership strategies may not be universally effective. Their impact depends on employees’ expectations about authority, particularly power distance orientation, which shapes how supportive leadership behaviours are interpreted. In teams receptive to participatory leadership, managers can stimulate innovation by encouraging staff input, consultation, and shared problem‐solving. In strongly hierarchical settings, combining clear authority with visible concern for staff welfare may build commitment without disrupting organisational norms. Innovation initiatives are more likely to succeed when explicitly linked to organisational priorities and endorsed by senior leaders, reducing perceived risks for employees. Public agencies can use staff surveys to assess leadership climate and employee willingness to propose improvements, enabling targeted interventions.