This study investigates the role of authentic leadership (AUL) in promoting innovative work behaviour (IWB) among white-collar
employees in India, focusing on the sequential mediating effects of knowledge sharing (KS) and organisational agility
(OA). Drawing on Social Exchange Theory (SET), Complexity Theory (CT), and Dynamic Capability Theory (DCT), the research
develops and tests a conceptual model that links AUL to IWB through KS and OA. Data were collected from 357 respondents in
the service and manufacturing sectors and analysed using structural equation modelling with bootstrapping. Results confirm
that AUL significantly enhances KS and OA, which in turn directly foster IWB. Importantly, the direct effect of AUL on IWB
becomes insignificant in the presence of mediators, indicating full mediation. The study advances theoretical understanding by
integrating relational and systemic mechanisms through which leadership fosters innovation. Practical implications suggest that
organisations seeking to drive innovation should invest in cultivating AUL, promote collaborative knowledge-sharing
environments,
and build agile systems capable of rapid adaptation. This research contributes a robust, empirically supported framework
explaining how leadership behaviour translates into innovation in dynamic and culturally diverse organisational settings.