Organizational Agility and Authentic Leadership as Drivers of Organizational Citizenship Behavior: The Mediating Role of Employee Engagement in French Companies

Abstract

This study examines the role of Organizational Agility (OA) and Authentic Leadership (AL) in enhancing Organizational Citizenship Behaviour (OCB), with Employee Engagement (EE) proposed as a mediating mechanism. The study develops an integrated model linking organizational capability, leadership behaviour, employee experience, and discretionary organizational behaviour. For analytical demonstration, a synthetic dataset representing 500 companies operating in France was generated. Each construct was measured reflectively using five Likert-type items on a five-point scale. The analysis combines procedures commonly conducted in SPSS with a Partial Least Squares Structural Equation Modeling (PLS-SEM) framework consistent with SmartPLS. Reliability, descriptive statistics, Pearson correlations, multiple regression, multicollinearity diagnostics, explained variance (R²), effect sizes (f²), and bootstrapped indirect effects were examined. The results indicate strong internal consistency across all constructs. OA and AL positively predict EE, while EE positively predicts OCB. Direct effects of OA and AL on OCB also remain positive.. Overall, the simulated results support all proposed hypotheses. Because the dataset is synthetic, the findings should be interpreted as an analytical demonstration rather than empirical evidence about the actual population of French companies.