Innovative work behavior (IWB) is increasingly important for public-sector organizations seeking to improve services and respond to evolving organizational demands. Although servant leadership, organizational culture, organizational citizenship behavior (OCB), and IWB have received considerable research attention, greater theoretical integration is needed to explain how organizational conditions may be translated into innovative employee behavior. This conceptual paper addresses this issue by integrating Social Cognitive Theory, Innovation Management Theory, and Organizational Support Theory to develop a framework linking servant leadership and organizational culture with IWB. OCB is positioned as a behavioral transmission mechanism through which these organizational conditions may foster IWB, while direct relationships with IWB are retained to recognize alternative pathways. Seven propositions are advanced to represent the proposed direct and mediated relationships. By connecting leadership and cultural influences with discretionary employee contributions and innovation-related behavior, the paper offers an integrated theoretical explanation of how these mechanisms may operate together in public-sector organizations and establishes a foundation for future empirical examination.