<![CDATA[Quiet quitting has drawn growing attention as a workforce phenomenon frequently attributed to Generation Z, yet existing evidence remains mixed, and Indonesian research on its organizational antecedents is scarce. This study examined how Perceived Organizational Support (POS) and Transformational Leadership (TL) influenced Organizational Citizenship Behavior (OCB) among Generation Z employees in Jakarta, with Employee Engagement (EE) as a mediating mechanism, integrating Social Exchange Theory and Self-Determination Theory. Data were collected from 340 employees through a cross-sectional online survey using homogeneous purposive sampling and analyzed via PLS-SEM. All seven hypothesized relationships were supported. POS and TL positively predicted both EE and OCB, EE positively predicted OCB, and EE partially and complementarily mediated the POS-OCB and TL-OCB relationships. POS and TL jointly explained 51.7% of the variance in EE and, together with EE, 58.7% of the variance in OCB, with predictive relevance confirmed through PLSpredict and CVPAT. Findings indicate that engagement functions as a key psychological mechanism converting organizational support and leadership quality into voluntary citizenship behavior, offering theoretical extension to OCB literature and practical guidance for cultivating sustainable, autonomy-supportive work conditions among Indonesia’s largest emerging workforce cohort.]]>
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