<![CDATA[Human resources play a crucial role in determining organizational success, particularly in the era of globalization and intense job competition. One important behavior that supports organizational effectiveness is Organizational Citizenship Behavior (OCB), which refers to voluntary employee actions beyond formal job responsibilities that contribute positively to organizational performance. However, not all employees demonstrate high levels of OCB, especially in complex organizational environments such as Jakarta. This study aims to analyze the influence of servant leadership, organizational support, and work discipline on OCB, with work motivation as a moderating variable. This research employs a quantitative approach with an explanatory design. Data were collected through questionnaires distributed to employees in organizations located in Jakarta using purposive sampling techniques. The variables measured include servant leadership, organizational support, work discipline, work motivation, and OCB. Data analysis was conducted using Structural Equation Modeling (SEM) based on Partial Least Squares (PLS) with SmartPLS software, including outer model and inner model evaluations. The results show that servant leadership, organizational support, and work discipline have a positive and significant effect on OCB. Additionally, work motivation is proven to moderate the relationships between servant leadership, organizational support, and work discipline on OCB, strengthening these influences. The model explains 78.9% of the variance in OCB, indicating strong explanatory power. In conclusion, improving servant leadership practices, enhancing organizational support, strengthening work discipline, and fostering employee motivation are essential strategies to increase OCB. This study contributes both theoretically and practically to human resource management by providing insights into factors that drive positive employee behavior within organizations. .]]>
