According to Robbins & Judge [13], Organizational Citizenship Behavior (OCB), is the behavior of individual or individuals who are voluntary and not part of the formal conditions of work but can improve the effective functioning of the organization. Organ [14]: Organizational Citizenship Behavior is the behavior of individuals who have the freedom to choose, which is indirectly or not explicitly associated with the reward system, and contributes to the effectiveness and efficiency of organizational functions. Organizational Citizenship Behavior is work behavior that exceeds work requirements and contributes to organizational success. OCB behavior is displayed by helping colleagues and customers, doing extra work if needed, and helping to solve problems in improving products and procedures.

According to Graham [15], there are three dimensions of Organizational Citizenship Behavior, namely: (1). Obedience, the willingness of employees to accept and comply with the rules and procedures that exist within the organization, (2). Loyalty, the willingness of employees to place their personal interests for organizational purposes, (3). Participation, the willingness of employees to actively develop all aspects of organizational life.

Meanwhile, according to Podsakoff et al. [16], there are seven dimensions of Organizational Citizenship Behavior, namely: (1). Supportmanship, is the willingness or desire to tolerate inconvenience that arises and work determination without complaint. (2). Civic virtue, is an employee's commitment to the company as a whole, such as attending meetings, delivering ideas, and actively participating in activities organized by the organization. (3). Helping behavior, is an employee's voluntary behavior in helping coworkers or preventing problems at work. (4). Organizational loyalty, is a form of employee loyalty to the company such as displaying a positive image about the company, defending the company from external threats, and trying to achieve organizational goals, (5). Organizational compliance, is the behavior of individuals in complying with all organizational rules, procedures and regulations even though not in supervision, (6). Individual initiative, is a form of encouragement from within the individual to carry out the task beyond the standard of duty that has been set, (7). Self development, is an individual's voluntary behavior to increase knowledge, skills and capability, like attending training, seminars, or following the latest developments related to his work.

Through job satisfaction we know how many individuals are happy with their work. Many people studied job satisfaction to analyse organization behavior. Towards better performance for motivation and encouragement of employees is job satisfaction belongs to one of the important component [17]. The organizational structure is a very important factor for employee satisfaction and employee perceptions are generated based on this [18].

To have job satisfaction we have to take care of various factors such as the work itself, supervision, salary, promotion, relationships with colleagues and opportunities for promotion [19]. Furthermore, compensation has a significant impact on the level of employee job satisfaction. According to the results obtained from the study [20] there is a positive and strong relationship between leadership style and job satisfaction. There are three indicators in job satisfaction expressed by Hasibuan [21], (1). the work itself, (2). discipline, and (3). work performance.

The concept of organizational culture has been used since 1970 for practical purposes, identifying and promoting best practices in organizations. Its use in this case is often seen as a result of efforts to explain the success of Japanese automotive and electronic producers of their American rivalry during the 1970s. Organizational culture, then, consists of more aspects such as behavior patterns and observable symbols and ceremonies, as well as deeper and fundamental values ​​and assumptions, assumptions and beliefs.

Some believe that changing the visible aspects of an organizational culture, for example the rituals, can change the organizational culture. Organizational culture is an important and pervasive concept in terms of its impact on organizational change programs [22].

The culture itself is a group of people who live in the same place and have the same attitude and behavior. The influence and interaction between employees and certain institutions, organizations or services in which they work describe culture in organizational analysis [23]. Some cultural characteristics can function to increase or inhibit the tendency to innovate within the company. McLean [24] discusses that organizational culture is related to the characteristics and dimensions of an organization's climate related to support or obstacles to creativity and innovation.

According to Suifan and Al-Janini [25], there are three levels of culture, (1). Artifacts, (2). Beliefs and values ​​sought, and (3). The underlying assumptions. In their workplaces, there are three different cultures, namely their nationality, their work and their organizational culture which influence the behavior of employees [26].

Transformational leadership is one of several leadership styles proposed by Robbins and Judge [27]. Transformational leadership behavior in a multifaceted environment where middle managers are stimulated to be creative, flexible and innovative in their leadership style. The effective role of managers and leaders in change and transformation cannot be avoided in organizations. By coordinating employees and integrating all system components, those leaders are ready to achieve an ideal perspective [28].

Transformational leadership, according to Burns [29], is “a process where leaders and subordinates help each other to reach higher level of motivation and morals.” Furthermore according to him, the transformation approach creates significant changes in one's life and organization. Where this redesigns perceptions and values and changes the expectations and aspirations of the employees involved in the organization. This is a process to be able to develop their organization to its goals. It also creates and builds people in the organization to maximum performance [30].

Transformational leaders, according to Robbins & Judge [31], are those who “inspire followers to transcend their own interests” and “are able to have a profound effect on followers”. Transformational leadership is the most basic element of a transformation program which means it can succeed or fail. Transformational strategy is a technique, which practically causes changes in various fields [32]. Van der Voet, et al., [33] states that lower or higher levels of transformational leadership provide equal support for employees in the planned process. A significant role in this leadership in encouraging cognitive processes to develop the creativity of people in the organization [34, 35]. Four elements of transformational leadership proposed by Bass [36], as follows; (1) Individual Considerations, namely the extent to which leaders can understand and want to listen to followers' concerns and needs, and act as mentors or trainers for followers. Transformational leaders also provide empathy, support, keep communication open and place challenges in the face of followers, (2) Intellectual stimulation, the extent to which leaders are able to stimulate and encourage followers' creativity. For leaders, transformational learning is are unexpected values ​​and situations that are seen as opportunities, (3) Inspirational motivation, the extent to which leaders articulate an attractive vision and are able to inspire followers. Leaders who are able to motivate and inspire will give their followers high standards, an optimistic attitute about future goals, and help them give meaning to the task at hand. Meanwhile, followers must have a strong goal and motivation to act. Goals and meanings will provide energy that will encourage organizational members to achieve organizational goals. The vision of a leader needs to be supported with communication skills to make that vision “understandable, appropriate, strong and attractive.” Followers want to invest more effort in their tasks, they have encouragement and optimism about the future and are confident in their abilities, (4) Ideal Influence, providing role models for high ethical behavior, instilling pride, gaining respect and trust from followers.

Job satisfaction functions as a measure of employees in assessing the positive or negative work [37]. George and Jones [38] said that job satisfaction consists of beliefs and feelings that individuals feel about their work.

Job satisfaction is an important component in motivating and encouraging employees to have better performance [39]. Employees who have a positive assessment of their work have the urge to do the best for the organization, and also work beyond what is their main task. As said by Podsakoff, Mackenzie [40], employees who are satisfied with their work will have a strong motivation to perform organizational citizenship behavior. Furthermore Robbin and Judge [31] observe that job satisfaction can foster organizational citizenship behavior.

Employees are expected to show reciprocal behavior in response to perceived leader behavior. It is well known that employees behavior is an important constituent of their overall behavior and has an important influence on the performance of their work [41]. Transformational leadership can encourage employees to overcome their interests and strive to achieve common goals [36]. Managers who use transformational leadership styles motivate members through leadership dimensions, which can be an ideal effect of inspirational motivation and rational stimulation [42]. In his study, Jahangir et al. [43] found that leadership style has an influence on organizational citizenship behavior of employees.

In another study, the central role of job satisfaction as a factor that influences organizational citizenship behavior and also as a factor that is influenced by transformational leadership puts job satisfaction as a mediator variable relationship between transformational leadership and organizational citizenship behavior. Studies conducted by Nguni, Sleegers, and Denessen [44] have obtained empirical evidence of the role of mediator job satisfaction in the relationship of transformational leadership with organizational citizenship behavior.

A strong culture will show an agreement between its members, this forms an attachment, loyalty, and commitment which results in a decrease in the desire of employees to leave the organization [31]. The study of organizational culture is not new, but the study of organizational culture remains challenging. As Schein [6] said, organizational culture was developed from time to time as an effort by organizational members to adapt both externally and internally to achieve organizational goals. The link between organizational culture and organizaitional citizenship behavior has also been carried out. Among them produces findings that organzational culture is related to organizational citizenship behavior [45, 46]. The role of job satisfaction in mediating organizational culture with organizational citizenship behavior is an interesting study. Employees who perceive organizational culture positively will feel comfortable at work, and also feel satisfied with their work, this will then encourage employees to do organizational citizenship behavior. This is supported by several studies that found that job satisfaction mediates the relationship of organizational culture with organizational citizenship behavior [47, 48].

Based on the hypotheses that have been formulated previously, the major hypothesis formulated in this study is as follows:

Respondents in this study were employees at one of the companies in Indonesia, amounting to 232 respondents consisting of employees and company managers. Based on descriptive analysis of the research data of as many as 232 respondents, the following results were obtained (Table 1):

A total of 98 people or 40% of the total respondents in this study were managerial, while 134 people or 60% of the total respondents were employees, so the total respondents were 232 people (Table 2).

A total of 127 people or 55% of the total respondents in this study were male, while 105 people or 45% of the total respondents were female, so the total respondents were 232 people.

To collect research data, researchers developed a research instrument using a Likert type psychological scale. There are four scales developed and tested. After the instrument trial, transformational leadership scale has reliability coefficient 0.905, organizational culture scale has a coefficient of reliability 0.916, job satisfaction scale has a reliability coefficient of 0.97, and organizational citizenship behavior scale has a reliability coefficient of 0.910.

To collect research data, researchers developed a research instrument using a Likert type psychological scale. There are four scales developed by researchers and have been tested.

Transformational leadership scale was developed based on individual aspects, motivation, and ideal according to Bass [36], the scale of organizational culture was developed based on aspects of artifacts, beliefs, and assumptions according to Schein [6], Scale of work satisfaction scale was developed based on aspects of work, discipline, and achievement according to Hasibuan [21], the scale of organizational citizenship behavior was developed based on aspects of obedience, loyalty, and participation according to Graham [39].

Transformational leadership has a composite reliability coefficient of 0.869, organizational culture scale has a composite reliability coefficient 0.904, job satisfaction scale has reliability coefficient 0.897, and organizational citizenship behavior scale has a reliability coefficient of 0.953.

Descriptive statistical methods to describe the research data used mean, media, and standard deviation, to determine the normality of the data used multivariate normality testing using SPSS 22 software. Data analysis methods used to test hypotheses are structural equation modeling based on variants or variants based on SEM (VB-SEM) by using SmartPLS software, this VB-SEM method is chosen with the consideration that the data distribution is not normal.

The first outer model analysis is convergent validity testing. Convergent validity is seen from the value of loading factors. The outer loading value is shown in the following Table 4:

Table 4 shows that all loading factors on each variable have a value above 0.7, this indicates good convergence of validity.

In addition, it is also known that the value of Average Variance Extracted (AVE) (Table 5) of each variable in this study has a value above 0.5, so Convergence validity is good. AVE values are shown in the following table:

Outer Model Analysis the second is discriminant validity testing. Based on the Fonell-Larcker Criterion test it can be seen that the value of square root AVE is greater than the correlation of each construct.

The results shown in Table 6 show that the instrument has good discriminant validity because the square root AVE numbers in parentheses are greater than the correlation of each construct.

In addition, the loading value of each aspect of the variable is greater than the cross loading value of each aspect of the other variables. As shown in the following table (Table 7), where the value of loading each aspect on one variable is bold:

Based on the results of Composite Reliability analysis the transformational leadership scale has a coefficient of 0.869, the scale of organizational culture has a coefficient of 0.904, the scale of job satisfaction has a coefficient of 0.897, and the scale of organizational citizenship behavior has a coefficient of 0.953. The four scales have reliability above 0.7, so all four scales have good reliability.

The next analysis is an analysis of the inner model that is intended to see the influence between the variables studied. The results of the analysis of the model obtained results as shown in Fig. (1) here:

Based on the first hypothesis testing obtained β = 0.638 and p <0.05, it can be concluded that there is a direct effect of job satisfaction on organizational citizenship behavior. In other words it can be concluded that job satisfaction is a good predictor for the formation of organizational citizenship behavior.

Based on the testing of the second hypothesis obtained γ = 0.066 and p> 0.05, it can be concluded that there is no significant direct influence of transformational leadership on organizational citizenship behavior. These results prove that organizational citizenship behavior will not appear automatically only because leaders apply transformational leadership styles.

Based on the third hypothesis testing, indirect effect (γ_indirect = 0.204) is greater and significant compared to its direct influence (γ_direct = 0.07), thus it can be concluded that job satisfaction functions as a mediator of the influence of transformational leadership on organizational citizenship behavior. Transformational leadership applied by superiors will have an impact on employee job satisfaction which in turn can foster employee organizational citizenship behavior. In other words transformational leadership must be able to generate satisfaction for employees in order to foster organizational citizenship behavior. The results of the analysis of direct and indirect effects are as follows (Table 8):

Based on the fourth hypothesis testing obtained γ = 0.011 and p> 0.05, it can be concluded that there is no significant direct influence of organizational culture on organizational citizenship behavior. Like transformational leadership, this result proves that organizational citizenship behavior will not appear automatically only because organizational culture is perceived positively by employees.

As shown in Table 8, based on the fifth hypothesis testing, indirect effect was obtained (γ_indirect = 0.376), bigger and more significant than the direct effect (γ_direct = 0.011), thus it can be concluded that job satisfaction functions as a mediator of organizational culture influence on organizational citizenship behavior. Organizational culture that is built will affect employee job satisfaction which in turn can foster employee organizational citizenship behavior. In other words, the organizational culture that is built must be able to generate satisfaction for the employee to be able to foster organizational citizenship behavior.

Fig. (1). Path Model. Bass [36] TL, Transformational Leadership, (ID, Individual, MO, Motivation, IN, Intelectual); Schein [6] OC, Organization Culture (AS, Assumption, BE, Believe, AR, Artifacts); Hasibuan [21] JS, Job Satisfaction (PR, Achievement, DC, Discipline, JI, Job itself); Graham [15] OCB, Organizational Citizenship Behavior (PN, Participation, LO, Loyalty, OB, Obedient)

Based on the goodness of fit model obtained by SRMR of 0.075 lower than 0.08, the model is said to be fit, so the results of testing on the 6th hypothesis concluded that job satisfaction functions as a mediator of the influence of transformational leadership and organizational culture on organizational citizenship behavior.

The results of previous studies found that transformational leadership is associated with behavioral organizational citizenship at Intercollegiate Athletics [49],and findings in research conducted by Nguni, Sleegers, and Denessen [44] found that job satisfaction is a mediator of the effects of transformational leadership on organizational citizenship behavior for teachers in Tanzania. In line with that study, in this study found that there was no direct influence of transformational leadership on organizational citizenship behavior, but the effect of transformational leadership on organizational citizenship behavior must be through job satisfaction in employees of one company in Indonesia. Other findings such as research conducted by Wang et al. [50] found that transformational leadership on organizational citizenship behavior was mediated by exchange member leaders. This finding confirms that transformational leadership does not directly impact organizational citizenship behavior but through other variables that have a direct effect on it.

Meanwhile research conducted by Podsakoff et al. [40] found that transformational leadership has both a direct and indirect effect on organizational citizenship behavior. The diversity of the results of some of these findings explains the need for further studies related to the study in the future.

Several previous studies prove that organizational culture correlates with organizational citizenship behavior [51, 52], whereas in this study found that organizational culture perceived positively by employees does not automatically encourage employees to carry out organizational citizenship behavior, but the organizational culture that is perceived positively by employees will foster employee job satisfaction which then this satisfaction will have implications for organizational citizenship behavior of employees.

The findings in this study as well as previous findings explain that organizational culture created by the organization will have an impact on employees' satisfaction in their work, satisfaction in the work that will build or foster the desire of employees to do something more than what is the responsibility of their work. So as to foster organizational citizenship behavior, organizational employees can build a good organizational culture.