ABSTRACT: This study aims to analyze the influence of learning leadership and organizational learning culture on innovative work behavior, with employee engagement as a mediating variable, among employees of government agencies in Pontianak City. Employing a quantitative descriptive approach with Structural Equation Modeling (PLS-SEM) techniques, the study involved 292 respondents from eight government agencies that have been certified as integrity zones. The results confirm that both learning leadership and organizational learning culture have a significant positive impact on innovative work behavior, both directly and through employee engagement as a mediating variable. Learning leadership exerts a stronger influence on employee engagement (coefficient = 0.292) compared to organizational learning culture (coefficient = 0.173). Similarly, the influence of learning leadership on innovative work behavior (coefficient = 0.191) is greater than that of organizational learning culture (coefficient = 0.165). The research model demonstrates strong predictive power, with an R-squared value of 0.736 for employee engagement and 0.775 for innovative work behavior. Theoretically, this study contributes by integrating Adaptive Structuration Theory into the context of public service innovation. Practically, it offers valuable insights for government agencies to prioritize the development of learning leadership and an organizational learning culture as strategic efforts to enhance innovation in public service delivery.

KEYWORDS– Organizational Learning Culture,Learning Leadership, Employee Engagement, Innovative Work Behavior, Integrity Zone