The aim of this study was to address the gap concerning the importance of constructing an integrated model with leadership, perceived organizational support, and cultural intelligence as three independent variables. Previous exploration has consistently shown the influence of the variables on innovative work behavior. Specifically, the current study conceptualized leadership variable as innovation leadership. The analysis explored the impact of innovation leadership, perceived organizational support, and cultural intelligence on innovative work behavior, focusing on the role of knowledge sharing in strengthening this relationship.Data was collected through a structured questionnaire and analyzed using SEM-PLS, concentrating on high-order constructs. Subsequently, a quantitatively oriented survey approach was used in the design, and the population was represented in the sample using a proportional random sampling approach.The results showed that cultural intelligence and perceived organizational support played crucial roles in determining innovative work behavior, and knowledge sharing could moderate the relationship between innovation leadership and innovative work behavior. Despite the evidence that leadership could influence innovative work behavior, innovation leadership did not inherently contribute significantly to innovative work behavior. In this scenario, leaders could not effectively use their abilities to encourage optimal innovative behavior among employees.The theoretical significance of this study was in advancing the social science exchange theory, explicitly showing that engaging in positive behavior promoted the establishment of high-quality exchange connections. Consequently, this study provided a practical contribution to the banking industry by examining the factors influencing the enhancement of innovative work behavior among employees.