This research explores the impact of humble leadership on organizational citizenship behavior (OCB) and withdrawal behavior (WB) among employees in BPR banks experiencing mergers. Team climate serves as a critical mediator in strengthening this dynamic. Drawing from a population of 652, a sample of 227 was selected using the Isaac and Michael table. Stratified random sampling was applied to allocate participants across subgroups based on specific characteristics. Data were analyzed with SmartPLS 4 software. The findings show that humble leadership promotes OCB while diminishing WB. These effects are amplified during organizational transitions like mergers, where leadership plays a vital role in stabilizing workforce morale. By cultivating a collaborative atmosphere, humble leadership encourages extra-role contributions like OCB, mitigates employee stress and discontent, and lowers withdrawal tendencies. Furthermore, this approach mediates the link between leadership practices and workforce outcomes, enhancing commitment, curbing undesirable actions, and fostering a resilient and adaptable organizational environment. Generalizability is constrained by the study's focus on merged BPR institutions in the CIAYUMAJAKUNING area under the West Java Provincial Government, where regional cultural and leadership norms may differ elsewhere. Questionnaire administration was hampered by a limited surveyor team, leading to extended response times and potential inconsistencies in participant comprehension, which could introduce response bias and compromise data reliability. The analysis also lacks incorporation of Islamic principles into humble leadership frameworks, overlooking how spiritual values might influence workplace ethics and curb misconduct. The findings highlight challenges in applying humility without sufficient decisiveness, particularly amid internal and external pressures. While effective for building positive workplace dynamics and boosting participation, an imbalance favoring humility over firmness may undermine outcomes in merger scenarios. Leadership development programs should emphasize empathy and receptivity alongside skills for firm, timely choices to sustain workforce steadiness and favorable conduct. Amid merger-induced uncertainty and unease, humble leadership builds confidence and assurance, easing opposition to transformation. Successful integrations enhance organizational flexibility through increased OCB. Reduced WB lowers staff attrition, avoiding service interruptions that affect community financial access. Thus, humble leadership, supported by team climate mediation, benefits employees, institutions, and regional socioeconomic steadiness during restructuring in BPR banks. This work advances insight into humble leadership by resolving debates on its potential as an asset or liability in organizations. It provides fresh insights suited to Indonesian contexts, illustrating how humility narrows hierarchical gaps via transparent dialogue and technology adoption. The study further elucidates the mediating function of humble leadership in promoting OCB and curbing WB, especially in group processes amid BPR consolidations.
