The purpose of this study was to examine the effect of supervisor‘s issue leadership on the subordinate’s innovative behavior. In particular, the impact of perceived organizational support as a mechanism and the impact of supervisor’s organizational embodiment as a boundary condition were investigated between issue leadership and innovative behavior. We utilized the time-difference research design to minimize the common method bias through the web-based mobile survey, and finally analyzed one hundred one sets (dyad) of questionnaire from both subordinates and their supervisors. The results of the study showed that supervisor’s issue leadership did not have a direct effect on subordinate’s innovative behavior, but the relationship between issue leadership and innovative behavior was fully mediated through subordinate’s perceived organizational support. Thus, supervisor’s organizational embodiment moderated the relationship between issue leadership and perceived organizational support. In addition, the relationship of issue leadership - perceived organizational support - innovative behavior was positively moderated by supervisor’s organizational embodiment. In other words, the more the supervisor had organizational characteristics, the greater the mediating effect. This study addressed the relationship between issue leadership and innovative behavior with a more rigorous research design while simultaneously applying the effects of perceived organizational support and supervisor’s organizational embodiment.