Role of Organizational Culture, Job Satisfaction, and Leadership Style on Organizational Citizenship Behavior in Indonesian SMEs

Abstract

Background: In Indonesian SMEs, Organizational Citizenship Behavior (OCB) refers to voluntary contributions that help organizations coordinate work beyond formal job boundaries. Such behavior is especially relevant in relatively lean structures that depend heavily on employee initiative and cooperation. Even so, sector-specific evidence on the organizational conditions and work attitudes associated with OCB remains limited. Objective: This study evaluates the relationships of organizational culture, job satisfaction, and leadership style with OCB among individuals working in Indonesian small and medium-sized enterprises. Methods: Using a non-experimental correlational design, data were obtained from 523 Indonesian SME respondents through a structured questionnaire rated on a five-point Likert scale. The measurement and structural models were examined with Partial Least Squares Structural Equation Modeling (PLS-SEM) in SmartPLS 4.0, including tests of convergent and discriminant validity, reliability, explanatory power, predictive relevance, and structural paths. Results: Each predictor showed a positive and statistically significant association with OCB. Job satisfaction produced the largest standardized coefficient (β = 0.315), followed by leadership style (β = 0.298) and organizational culture (β = 0.272). The predictor set accounted for 67.4% of OCB variance (R² = 0.674). Conclusion: The results indicate that voluntary extra-role behavior in Indonesian SMEs is linked to both the organizational environment and employees’ evaluations of their work. Supportive cultural norms, favorable work experiences, and effective leadership should therefore be considered complementary managerial conditions for encouraging OCB.