This paper focuses on the direct and interactive influence of leadership attachment styles (secure, anxious, and avoidant) and commitment HR system on two distinct stages of the individual innovation process—idea generation and implementation. We test our hypotheses in two studies. An experimental study of undergraduate students establishes a positive effect of secure attachment on idea implementation. The interplay between commitment HR system and avoidant attachment marginally predict idea generation; commitment HR system and neither secure nor anxious attachment predict implementation. A multisource multi-level field study in three EU-based private firms replicates the direct role of commitment HR system in stimulating idea implementation (but not generation) and suggests that secure attachment fosters both generation and implementation whereas anxious attachment hinders both. Moderation analyses support only a marginal interaction between commitment HR system and secure attachment in fostering idea generation. We discuss theoretical, practical and future research implications.