This study examined the effect of team leaders' issue leadership on team members' innovative behavior. In particular, perceived organizational support was investigated as a mechanism linking issue leadership to innovative behavior, and team leader organizational embodiment was examined as a situational factor influencing this relationship. To test the hypotheses, a dyadic survey method was employed, matching 101 team leaders with 101 team members, and measurements were taken three times at 10-day intervals to minimize distortion of research results due to common method bias. The results indicated that team leaders' issue leadership did not have a direct effect on team members' innovative behavior but was fully mediated through perceived organizational support. Team leader organizational embodiment moderated the relationship between issue leadership and perceived organizational support. Moreover, the effect of issue leadership on team members' innovative behavior through perceived organizational support was positively moderated by team leader organizational embodiment. That is, the mediation effect was strengthened as the team leader exhibited greater similarity to organizational characteristics. This study is significant in that it verified the relationship between issue leadership and innovative behavior through a rigorous research design and confirmed the roles of perceived organizational support and team leader organizational embodiment in the relationship between these two variables.