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Purpose

Fostering creative problem-solving capacity (CPSC) among public sector employees is essential for addressing complex societal challenges and improving public service delivery. This study examines how sense of purpose influences CPSC through the mediating role of positive affect and explores the moderating effects of empathetic leadership and innovative human resource (HR) practices.

Design/methodology/approach

Drawing on self-determination theory and the broaden-and-build theory (BBT), this study utilised dyadic data collected from 170 public sector employees and their direct supervisors in the United Arab Emirates.

Findings

Results indicate that sense of purpose significantly enhances CPSC both directly and indirectly through positive affect. Moreover, empathetic leadership amplifies the positive influence of sense of purpose on positive affect, while innovative HR practices strengthen the relationship between positive affect and CPSC.

Originality/value

By integrating leadership and HRM perspectives, this study offers a deeper understanding of how purpose-driven motivation, empathetic leadership and strategic human resource practices foster innovative behaviour in public sector organisations. These findings contribute to the public sector innovation literature and offer practical strategies for managers seeking to cultivate a sense of purpose, promote empathetic leadership and design HR policies that encourage and support creative contributions.

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