<p>The present study investigates into the influence of employees’ perceptions of organizational politics on their innovative behavior. Building on the theoretical lens of the Conservation of Resources, it proposes employee flourishing as a mediator through which perceived politics affects innovative behavior, and argues that servant leadership moderates the indirect effect of politics on innovative behavior through flourishing. Crucially, it proposes that in comparison to countries with low power-distance individualistic cultures, moderating effect of servant leadership on the <i>perceived organizational politics-employee flourishing-innovative behavior</i> relationship is stronger in countries with high power-distance collectivistic cultures. PROCESS macro was applied on multi-source three-wave survey data drawn from samples across India and Canada. Results suggest that perceived politics is negatively related to employee innovative behavior, employee flourishing fully mediates this relationship, and servant leadership moderates this mediation such that it mitigates the negative impact of politics on employee flourishing and subsequently innovative behavior. Intriguingly however, in respect of the three-way interaction, the moderating effect of servant leadership was found to be inconsistent across the two nations. In coherence with these results, the study puts forth crucial implications for theory and practice.</p>