This study explores the relationship between leadership style and organizational citizenship behavior (OCB), focusing on the moderating role of leaders' emotional intelligence (EI). Organizational citizenship behavior, which includes discretionary actions that go beyond formal job requirements, plays a critical role in enhancing workplace effectiveness and fostering a positive organizational culture. Leadership style, which significantly influences employee behavior, is theorized to impact the likelihood of employees exhibiting OCB. However, this relationship is often contingent on the emotional intelligence of the leader. Emotional intelligence, defined as the ability to perceive, understand, and manage emotions, may influence how leaders motivate and guide employees to engage in OCB. This research employs a quantitative approach, using surveys distributed to employees and their direct supervisors across various industries. The results suggest that transformational leadership style positively affects organizational citizenship behavior, while transactional leadership shows a weaker effect. More importantly, emotional intelligence was found to moderate this relationship, with high EI enhancing the positive impact of transformational leadership on OCB. These findings emphasize the importance of leadership development programs that focus on emotional intelligence as a means to foster a more engaged and productive workforce. The study contributes to a deeper understanding of how leadership styles and emotional intelligence together influence employee behavior and organizational performance.

Organizational Citizenship Behavior (OCB), Leadership style, Emotional intelligence

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