<![CDATA[Organizational Citizenship Behavior (OCB) is discretionary employee behavior performed beyond formal job requirements that can support organizational effectiveness. At BMT Binamas Purworejo, preliminary observations indicated that some employees showed limited voluntary assistance to colleagues, passive participation in organizational activities, weak work initiative, and less optimal interpersonal exchange between leaders and employees. This study examines the influence of employee engagement and leader-member exchange on OCB among employees. The study employed a quantitative survey design. The population consisted of 90 non-managerial employees who had worked for at least one year, and all members of the population were included as respondents. Data were collected through a five-point Likert questionnaire and analyzed using multiple linear regression. The findings show that employee engagement has a positive and significant effect on OCB, with a standardized regression coefficient of 0.552. Leader-member exchange also has a positive and significant effect on OCB, with a standardized regression coefficient of 0.573. Simultaneously, employee engagement and leader-member exchange significantly affect OCB, as indicated by an F-statistic of 70.464 and a significance value of 0.000. These findings indicate that stronger employee engagement and better-quality leader-member relationships are associated with stronger discretionary behaviors that support the organization. Research results reveal that employee engagement has a positive and significant influence on Organizational Citizenship Behavior (OCB). Furthermore, the leader-member relationship also proved to have a positive and significant influence on Organizational Citizenship Behavior. Simultaneously, employee engagement and the leader-member relationship have a positive and significant influence on Organizational Citizenship Behavior among BMT Binamas Purworejo employees.]]>
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