The Role of Work Engagement in Mediating Affective Commitment and Leadership Behavior on OCB at PT Askrindo

INKUBIS: Jurnal Ekonomi dan Bisnis Volume 8, Issue 1, 373-386 e_ISSN: 2775-3913 https://inkubis.polteksci.ac.id/index.php/ink/index DOI: doi.org/10.59261/inkubis.v8i1.196 The Role of Work Engagement in Mediating Affective Commitment and Leadership Behavior on OCB at PT Askrindo Rinafi1* Aan Eddy Supriyadinata Gorda2 Undiknas Graduate School, Indonesia Undiknas Graduate School, Indonesia *Corresponding author: Rinafi, Undiknas Graduate School, Indonesia 🖂 Article Info : Article history: Received: March 20, 2026 Revised: May 05, 2026 Accepted: May 07, 2026 Abstract Background: This study is motivated by 1) the limited implementation of harmony and loyalty as part of the AKHLAKvalues and 2) the decline in extra-role behavior among millennial employees at PT Askrindo. Objective: This research investigates the relationships between Affective Commitment (AC) and Leadership Behavior (LB) and Organizational Citizenship Behavior (OCB), as mediated by Work Engagement (WE), among millennial employees. Methods: Using a saturated sampling method, 180 millennial employees Keywords: were selected through a quantitative explanatory research design. Data affective commitment; were collected using Likert-scale questionnaires and analyzed using SEMleadership behavior; PLS through SmartPLS. work engagement; Results: The results indicated that AC was not significantly related to OCB organizational citizenship (T = 1.243, p = 0.214) but was positively associated with WE (T = 3.817, p behavior; = 0.000). On the other hand, LB had a significant positive effect on OCB (T millennial employees. = 4.102, p = 0.000) and WE (T = 5.231, p = 0.000). Moreover, WE also had a positive effect on OCB (T = 3.654, p = 0.000). Bootstrapping analysis repeated with 5,000 samples confirmed that WE completely mediated the AC–OCB relationship (indirect effect = 0.134, T = 2.895, p = 0.004) and partially mediated the LB–OCB relationship (indirect effect = 0.202, T = 3.711, p = 0.000). Conclusion: The direct effect of affective commitment on employee OCB can be enhanced through work engagement and leadership behavior as mediating variables. This research also contributes significantly to the fields of Social Exchange Theory and Job Demands–Resources Theory by providing empirical evidence concerning employees, particularly millennials working in state-owned enterprises. To cite this article: Rinafi, & Gorda, A. E. S. (2026). The Role of Work Engagement in Mediating Affective Commitment and Leadership Behavior on OCB at PT Askrindo. INKUBIS: Jurnal Ekonomi dan Bisnis, 8(1), 373-386. https://doi.org/10.59261/inkubis.v8i1.196 INTRODUCTION Every department head in a company is responsible for guiding their staff to achieve organizational goals through performance. Therefore, company leaders encourage teamwork by facilitating dialogue and cooperation between employees and supervisors throughout the implementation process (Sudiwedani & Darma, 2020). Trust, support, transparency in communication, guidance, attention, and honesty are built horizontally (from superiors to subordinates) and vertically (from subordinates to colleagues) by organizational members through interaction. As a result of these various interactions, organizational communication develops in line with the organization’s goals, vision, and mission. Research on organizational commitment has garnered significant attention in the business world because of its potential to shape employee behavior and inspire employees to give their best at work (Christa et al., 2020). Morrow (2018) states that a committed attitude goes beyond mere loyalty to the company and requires active interaction between the two parties 373 | INKUBIS: Jurnal Ekonomi dan Bisnis Rinafi, Aan Eddy Supriyadinata Gorda The Role... involved, with the aim of inspiring employees to sacrifice more for the greater good of the business (Tjahjono et al., 2018). The insurance and guarantee operations of PT Asuransi Kredit Indonesia, also known as PT Askrindo, are an integral part of the economic growth of the Republic of Indonesia (RI). The equitable distribution of development outcomes in terms of business opportunities, public income, and support for job creation has been one of the primary objectives of REPELITA I, which was designed and established by the government in 1969. To achieve this objective, the government implemented several measures, such as strengthening the financial aspects of businesses to help SMEs grow. According to PT Askrindo’s projections, the next five years will be crucial for the company’s success; however, many factors must be considered, such as increasing global uncertainty, difficulties in capitalizing on local economic developments, and regulatory changes. Therefore, in such a scenario, it is vital to secure support from the company’s most critical resource it’s employees so they can contribute more effectively. Consequently, the full and sustained commitment of employees is essential. PT Askrindo upholds the core values of AKHLAK (Amanah, Kompeten, Harmonis, Loyal, Adaptif, and Kolaboratif; translated as Trustworthy, Competent, Harmonious, Loyal, Adaptive, and Collaborative), which have been instilled in all employees. However, according to a survey conducted by ACT Consulting International at PT Askrindo between September 2020 and August 2021, the implementation of AKHLAK at PT Askrindo remains in the “fair to low” range, particularly regarding the implementation of the “harmonious” and “loyal” values. The values of harmony and loyalty include several aspects, such as caring behavior, positive attitudes, tolerance, dedication, and maintaining the organization’s reputation. An OCB theory-driven approach was employed based on the data above. As defined by Claudia (2018), OCB occurs when employees voluntarily donate their time, energy, or resources to help the company and their colleagues beyond their formal job responsibilities or direct instructions. Recent evidence suggests that issues pertaining to OCB, AC, and WE may become increasingly important in the context of employees belonging to the millennial generation, as they currently constitute a substantial majority across many organizational workforces. Studies conducted by Chen et al. (2022), concluded that work engagement is an important mediating variable through which commitment and leadership influence OCB in the service sector. This demonstrates that leadership systems and work environments must be designed to foster emotional commitment among employees, thereby channeling their psychological energy toward prosocial behaviors consistent with organizational goals. Alshaabani et al. (2021), in their study on Leadership Behavior, Affective Commitment, and Work Engagement toward OCB (Organizational Citizenship Behavior), established that “Affective Commitment, Leadership Behavior, and Work Engagement have a substantial impact on OCB.” Work engagement was found to have a greater effect than affective (...truncated)