This study investigated the relationship between leader humility (LH) and organizational citizenship behavior (OCB), considering the mediating effects of job satisfaction (JS) and employee engagement (EE) among staff at a public university in Ghana. Employing a cross-sectional design, data were collected from 246 participants selected through stratified sampling using a structured questionnaire, and hypotheses were tested via structural equation modeling. Findings revealed that LH is positively and significantly associated with OCB, JS, and EE. Additionally, JS and EE were found to have significant positive relationships with OCB and partially mediated the link between LH and OCB. The results suggest that employees under humble leaders are more likely to experience satisfaction, engagement, and demonstrate OCB, highlighting the value of humble leadership in fostering positive employee behaviors. Consequently, organizations aiming to cultivate satisfied, engaged employees who exhibit OCB should promote humble leadership traits among their supervisors.
