Introduction
Organizations thrive on effective leadership and their employees' discretionary behaviors, which are referred to as Organizational Citizenship Behaviors (OCB). OCBs are extracurricular behaviors that go above and beyond formal job requirements and contribute to organizational effectiveness. (Smith, Organ, & Near, 1983). These behaviors have a significant impact on job performance, organizational commitment, productivity, and overall organizational effectiveness when facilitated by various leadership styles. Leadership is a complicated and ever-changing concept that is heavily influenced by various perspectives and theories. Early theories recognized the impact of situational factors on leadership effectiveness, such as Fiedler's Contingency Theory and House's Path-Goal Theory, implying that effective leadership is not a one-size-fits-all proposition. (Stogdill, 1948). Similarly, Hersey and Blanchard's Situational Leadership Theory emphasized the importance of leaders adapting their style based on follower readiness, reinforcing the idea that effective leadership necessitates flexibility and responsiveness to follower needs.  Modern leadership theories have evolved beyond these fundamental concepts to meet the needs of diverse organizations and employees. For example, transformational leadership motivates employees through intellectual stimulation and individualized consideration, whereas authentic leadership emphasizes leaders' self-awareness, ethics, and transparency. (Bass, 1978). These contemporary perspectives emphasize the importance of leaders in creating an environment that encourages employees to participate in OCBs. Daniel Goleman's framework, which identifies six leadership styles and their varying effects on employee behaviors and organizational outcomes, has received significant attention among the various leadership models. (Goleman, 2017). Goleman's framework, when combined with his work on Emotional Intelligence (EI), emphasizes the critical role of emotional competencies such as self-awareness, self-regulation, empathy, and relationship management in leadership effectiveness. However, there has been little research into the relationship between Goleman's leadership styles and OCB. Further research is needed to understand how different leadership styles influence OCB and the mediating role of engagement and intrinsic motivation.  This study aims to fill that void by focusing on young professionals, a group known for their dynamism and high engagement potential. Its goal is to identify specific leadership styles that promote OCB and make recommendations to leaders who work with young professionals. According to the hypotheses proposed, leadership styles have indirect effects on OCB, which are mediated by engagement and intrinsic motivation.  Finally, this study will delve into the complexities of OCB, with a focus on its relationship with employee motivation and engagement. Both theoretical and empirical literature support the impact of leadership styles on motivation, engagement, and, ultimately, OCB. The study will delve into these details in order to gain a better understanding of the complex interplay between leadership, engagement, motivation, and OCB among young professionals.  Finally, the purpose of this study is to provide a better understanding of leadership and its relationship to OCB, engagement, and motivation. Its findings are intended to provide useful insights and actionable recommendations to leaders working with young professionals in today's dynamic organizational landscape.
Исследование, проведенное в Университете штата Огайо, показало, что молодые профессионалы, которые работают в организациях, демонстрируют более высокие показатели эффективности, чем их коллеги, которые работают в компаниях с более традиционными методами управления. Исследование показало, что молодые профессионалы, которые работают в организациях, более эффективно используют свое время, более эффективно распределяют ресурсы, и более эффективно управляют своими эмоциями.