<![CDATA[Most organizations proactively engage in innovation and transformation to sustain their existence and achieve progress amid complex and uncertain dynamic changes by encouraging employees to contribute beyond their formal duties through organizational citizenship behavior. The millennial generation, which currently dominates the workforce, faces challenges in meeting market demands and tends to exhibit low levels of organizational citizenship behavior due to psychological and economic factors. Transformational leadership is regarded as a significant factor influencing the emergence of organizational citizenship behavior. This study employs a quantitative correlational method using transformational leadership and organizational citizenship behavior scales, both measured on a five-point Likert scale with summed rating scores. The research subjects consist of 135 millennial employees of Company X in Bali, working in marketing, finance, human resources, and public relations divisions, of either gender, with a minimum tenure of one year and at least a senior high school education. The sampling technique used is disproportional stratified random sampling, and data analysis is conducted through Spearman’s correlation analysis. The results indicate a significant relationship between transformational leadership and organizational citizenship behavior among millennial employees at Company X, with a significant value below 0.05 and a correlation coefficient of 0.298.]]>
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