<![CDATA[This study examines the effects of servant leadership, innovative work behavior, and organizational justice on civil servant performance in the North Maluku Provincial Government, Indonesia. Using a quantitative design, data were collected from 315 respondents, with 303 valid responses analyzed using PLS-SEM. The findings show that servant leadership has a significant negative effect on civil servant performance, while innovative work behavior has a significant positive effect. Organizational justice has no significant direct effect on performance and does not moderate the effects of servant leadership or innovative work behavior. These results indicate that leadership effectiveness is highly context-dependent within bureaucratic organizations, whereas innovative behavior plays a stronger role in improving employee performance. The study suggests that public institutions should foster innovative work environments and reconsider the application of servant leadership within rigid administrative structures. Future research should examine additional mechanisms and employ longitudinal designs.]]>
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