THE INFLUENCE OF LEADER-MEMBER EXCHANGE, QUALITY WORK LIFE, AND RESILIENCE ON EMPLOYEE PERFORMANCE THROUGH ORGANIZATIONAL CITIZENSHIP BEHAVIOR AND EMPLOYEE WELL-BEING CASE STUDY: IN A REAL ESTATE COMPANY SPECIAL REGION OF YOGYAKARTA

Introduction: This study investigates the influence of Leader-Member Exchange (LMX), Quality Work Life (QWL), and Resilience on employee performance through Organizational Citizenship Behavior (OCB) and Employee Well-being in real estate companies in the Special Region of Yogyakarta. The research aims to provide insights into the complex interplay between these factors within the unique context of the real estate industry in Yogyakarta. Data were collected through surveys administered to employees in various real estate companies in the region. Secondly, the study found that a work environment supportive of quality work life was associated with increased Employee Well-being. Factors such as work-life balance initiatives, recognition of contributions, and a supportive organizational culture contributed to higher levels of well-being among employees. By understanding and addressing these factors, organizations can improve employee well-being and performance, ultimately leading to greater success in the competitive real estate industry of Yogyakarta. Objective: This study investigates the influence of Leader-Member Exchange (LMX), Quality Work Life (QWL), and Resilience on employee performance through Organizational Citizenship Behavior (OCB) and Employee Well-being in real estate companies in the Special Region of Yogyakarta. Theoretical Framework: The study is grounded in LMX, QWL, Resilience, OCB, and Employee Well-being theories. It explores how these theoretical constructs impact employee performance, specifically in real estate. Method: Data were collected through surveys administered to employees in various real estate companies in the Special Region of Yogyakarta. The surveys measured variables related to LMX, QWL, Resilience, OCB, Employee Well-being, and performance. Results and Discussion: The study found that a work environment supportive of quality work life was associated with increased Employee Well-being. Factors such as work-life balance initiatives, recognition of contributions, and a supportive organizational culture contributed to higher levels of well-being among employees. Research Implications: The findings suggest that enhancing LMX, QWL, and Resilience can improve OCB and Employee Well-being, positively affecting employee performance. Real estate companies in Yogyakarta can benefit from implementing strategies that support these factors to achieve better organizational outcomes. Originality/Value: This study provides original insights into the specific context of the real estate industry in the Special Region of Yogyakarta. It highlights the importance of a supportive work environment and its impact on employee well-being and performance, contributing valuable knowledge to organizational behavior and human resource management.


Resultados y discusión:
El estudio encontró que un ambiente de trabajo que respaldara una vida laboral de calidad se asociaba con un mayor bienestar de los empleados.Factores como las iniciativas de conciliación entre la vida personal y laboral, el reconocimiento de las contribuciones y una cultura organizacional de apoyo contribuyeron a mayores niveles de bienestar entre los empleados.

INTRODUCTION
The real estate industry has a significant role in the economy of a region, including the Yogyakarta Special Region (DIY).Amid increasingly fierce competition, employee performance is the main key to maintaining and increasing the competitiveness of real estate 4 companies.Research conducted by (Farida and Setiawan 2022) shows that Furthermore, business performance and innovation also mediate the relationship between business strategy and competitive advantage.Obtaining a profitable position in the global competitive environment depends on determining the right strategy and creating differentiated values.
Dynamic market structures, different market conditions, and the presence of innovative competitors make competition increasingly fierce (Dereli 2015).These results provide evidence of the importance of performance and innovation to increase competitive advantage.However, challenges continue to grow in understanding the factors that influence employee performance in a rapidly changing context.
In this context, research on the influence of Leader-Member Exchange (LMX), Quality Work Life (QWL), and Resilience on employee performance through Organizational Citizenship Behavior (OCB) and Employee Well-being is becoming increasingly important.
LMX reflects interpersonal relationships between leaders and team members, while QWL covers aspects of the work environment that influence employee satisfaction and well-being.
Research (Zia et al. 2022) that Leader-Member Exchange (LMX) has a positive influence on adaptive performance and has a negative relationship with employees.On the other hand, Resilience is an individual's ability to recover from stress and challenges in the work environment (Southwick et al. 2014).
Although the literature has noted the importance of these factors in the context of employee performance, a significant research gap still exists in the understanding of how these factors interact and impact employee performance, especially in the DIY real estate sector.
Therefore, this study aims to fill this knowledge gap by analyzing the relationship between LMX, QWL, and Resilience with employee performance, by considering the mediating role of OCB and Employee Well-being (Hora et al. 2021).
This research is expected to provide valuable insight for managers and practitioners in understanding the factors that can improve employee performance in the DIY real estate industry.In addition, the results of this research are also expected to be an important contribution to the development of human resource management theory and literature in a rapidly developing context such as the real estate industry.5

THEORETICAL FRAMEWORK
Leader-member exchange (X1) is a high-quality relationship between leaders and employees, which is characterized by trust, liking, mutual respect, and loyalty (Bauer and Erdogan 2015).Operationally, Leader-Member Exchange (X1) is a leadership mechanism that emphasizes the quality of the relationship between leaders and their subordinates.The measurement of the Leader-Member Exchange (X1) variable in this study adopted the scale used in (Sharifkhani, Khazaei Pool, and  6 Employee Well-Being (Z2) can be defined as the quality of life and psychological status of employees at work which includes overall well-being, and job satisfaction, to compensate for emotional exhaustion (Zheng et al. 2015).Operationally, Employee Well-Being (Z2) is a physiological and psychological condition in employees who avoid bad situations and tend to look for fun things to optimize their potential while carrying out work at the company.The measurement of the Employee Well-Being (Z2) variable in this study adopted the PERMA indicator which was used in the research of (Mäkikangas et al. 2016)

METHODOLOGY
This research is carried out as causal research, where the researcher compares two or more groups of terms from a cause (usually called an independent variable) that has occurred.
The population in this study were all employees of property companies in the Special Region of Yogyakarta.Are 117 companies registered as members of Indonesian real estate associations in the Yogyakarta region (REI-Yogyakarta, 2024).The number of workers or employees from all these companies constantly changes, so the exact number of employees is unknown.
However, it is assumed that each company employs at least 5 employees.Therefore, the total number of employees who can be sampled from Indonesian Real Estate companies in the Yogyakarta region is 565 people.The research technique used was non-probability sampling.
Researchers distributed 600 copies of the questionnaire, which exceeded the original sample plan of 565 people in all companies affiliated with Real Estate Indonesia in the Yogyakarta region.The data dissemination process was carried out over 3 months, namely from August 2023 to October 2023, and the results are detailed as follows: The

STRUCTURAL EQUATION MODEL ANALYSIS
The structural equation model that was developed and underwent modeling modifications was analyzed to determine the structural influence of Supervision, Quality of Work-Life, and Resilience on Organizational Citizenship Behavior, Employee Well-Being, and Employee Performance which has been expressed in the form of a research hypothesis.8 The final structural equation model has been tested and evaluated in the previous section, then the Amos program provides the results of calculating the direct influence between exogenous variables on endogenous variables, the results of which are detailed in the following table.
Table 2 Influence Between Variables in Structural Equation ModelsNo.The 1st hypothesis in this research was proven because the results of data analysis calculations showed that Leader-Member Exchange (X1) had an effect of 0.281 on Organizational Citizenship Behavior (Z1).This effect is supported by a c.r of 3.174 (c.r > 1.96) and a significance value (p-value) of 0.002 (p < 0.05), which means that X1 has a positive and significant effect on OCB.In other words, an increase in Leader-Member Exchange influences a significant increase in Organizational Citizenship Behavior.

Influence of Leader-Member Exchange (X1) on Employee Well-Being (Z2)
The second hypothesis in this research was proven because the results of data analysis calculations showed that Leader-Member Exchange (X1) had an effect of 0.194 on Employee Well-Being (Z2).This effect is supported by a c.r of 3.173 (c.r > 1.96) and a significance value (p-value) of 0.002 (p < 0.05), which means that LMX has a positive and significant effect on EWB.In other words, an increase in Leader-Member Exchange influences a significant increase in Employee Well-Being (Z2).

Influence of Leader-Member Exchange (X1) on Employee Performance (Y)
The third hypothesis in this research was not proven because the results of data analysis calculations showed that Leader-Member Exchange (X1) had an effect of 0.144 on Employee Performance (Y).This effect is supported by a c.r of 1.509 (c.r <1.96) and a significance value (p-value) of 0.131 (p > 0.05), which means that X1 has no significant effect on PERF.In other words, an increase in Leader-Member Exchange does not affect increasing employee performance.

The influence of Quality of Work-Life (X2) on Organizational Citizenship Behavior (Z1)
The fourth hypothesis in this research was proven because the results of data analysis calculations showed that Quality of Work-Life (X2) had an effect of 0.424 on Organizational Citizenship Behavior (Z1).This influence is supported by a c.r of 4.829 (c.r > 1.96) and a  The 5th hypothesis in this research was proven because the results of the data calculation analysis showed that Quality of Work-Life (X2) had an effect of 0.258 on Employee Well-Being (Z2).This effect is supported by a c.r of 4.829 (c.r > 1.96) and a significance value (pvalue) of 0.007 (p < 0.05), which means that QWL has a positive and significant effect on EWB.
In other words, an increase in Quality of Work-Life influences a significant increase in Employee Well-Being.

Influence of Quality of Work-Life (X2) on Employee Performance (Y)
The 6th hypothesis in this research was proven because the results of the data calculation analysis showed that Quality of Work-Life (X2) had an effect of 0.040 on Employee Performance (Y).This effect is supported by a c.r of 0.442 (c.r <1.96) and a significance value (p-value) of 0.658 (p > 0.05), which means that QWL has no significant effect on PERF.In other words, increasing the Quality of Work-Life does not affect increasing employee performance.

The Influence of Resilience (X3) on Organizational Citizenship Behavior (Z1)
The 7th hypothesis in this research was proven because the results of data analysis calculations showed that Resilience (X3) had an effect of 0.318 on Organizational Citizenship Behavior (Z1).This effect is supported by a c.r of 4.218 (c.r > 1.96) and a significance value (p-value) of < 0.000 (p < 0.05), which means that RES has a positive and significant effect on OCB.In other words, an increase in Resilience influences a significant increase in Organizational Citizenship Behavior.The 8th hypothesis in this research was proven because the results of data analysis calculations showed that Resilience (X3) had an effect of 0.263 on Employee Well-Being (Z2).
This effect is supported by a c.r of 3.861 (c.r > 1.96) and a significance value (p-value) of < 0.000 (p < 0.05), which means that RES has a positive and significant effect on EWB.In other words, an increase in Resilience influences a significant increase in Employee Well-Being.

Effect of Resilience (X3) on Employee Performance (Y)
The 9th hypothesis in this research was proven because the results of the data calculation analysis showed that Resilience (X3) had an effect of 0.203 on Employee Performance (Y).
This effect is supported by a c.r of 2.447 (c.r > 1.96) and a significance value (p-value) of 0.014 (p < 0.05), which means that RES has a positive and significant effect on PERF.In other words, an increase in Resilience influences a significant increase in Employee Performance.

Influence of Employee Well-Being (Z2) on Organizational Citizenship Behavior (Z1)
The 10th hypothesis in this research was not proven because the results of data analysis showed that Employee Well-Being (Z2) had an effect of -0.120 on Organizational Citizenship Behavior (Z1).This influence is supported by a c.r of -1.508 (c.r > 1.96) and a significance value (p-value) of 0.132 (p < 0.05), which means that EWB has no significant effect on OCB.
In other words, an increase in Employee Well-Being does not affect increasing Organizational Citizenship Behavior.

Performance (Y)
The 11th hypothesis in this research was proven because the results of data analysis showed that Organizational Citizenship Behavior (Z1) had an effect of 0.259 on Employee Performance (Y).This effect is supported by a c.r of 2.264 (c.r > 1.96) and a significance value (p-value) of 0.024 (p < 0.05), which means that OCB has a positive and significant effect on 12 PERF.In other words, an increase in Organizational Citizenship Behavior influences a significant increase in Employee Performance.

Effect of Employee Welfare (Z2) on Employee Performance (Y)
The 12th hypothesis in this research was not proven because the results of data analysis showed that Employee Well-Being (Z2) had an effect of 0.163 on Employee Performance (Y).
This effect is supported by a c.r of 1.909 (c.r > 1.96) and a significance value (p-value) of 0.056 (p < 0.05), which means that EWB has no significant effect on PERF.In other words, an increase in Employee Well-Being (Z2) does not affect increasing employee performance.

Influence and Significance of Indirect Effects
From To LMX QWL RES Well_B OCB PERF Well_B 0,000 0,000 0,000 0,000 0,000 0,000 Open and transparent communication is also key in creating a mutually beneficial relationship between leaders and employees.The creation of good relationships can encourage employees to feel appreciated and motivated to make the best contribution to the success of the organization.In conclusion, investing in improving the Leader-Member Exchange relationship is an important step that can have a major positive impact on the entire organization.This is in line with the results of data analysis in proving the hypothesis showing that Leader-Member Exchange has a positive and significant direct influence on Employee Well-Being.This means that if there is an increase in Leader-Member Exchange, this will have a significant influence on increasing Employee Well-Being among employees.Likewise, if there is a decrease in Leader-Member Exchange, this will have a significant impact on reducing Employee Well-Being.The results of this research are in line with the research results of (Gregersen, Vincent-Höper, and Nienhaus 2016) which show that Leader-Member Exchange has a positive and significant effect on Employee Well-Being.
By paying attention to Organizational Citizenship Behavior and Employee Well-Being, employees will feel more involved and contribute positively to the work environment.This will create a strong bond between leaders and team members, so that employee performance will increase significantly.Thus, management needs to pay attention to all factors that can influence the relationship between leaders and employees to achieve organizational goals optimally.
Leader-Member Exchange does not have a significant effect on employee performance and this is in line with the results of previous research conducted by Kambu et al. (2012)  This means that the relationships formed through the LMX mechanism can apply partially and do not always involve all employees.
Improving the Quality of work life can be the key to creating a work environment that is harmonious, productive, and full of a spirit of cooperation.This is also illustrated through the  dan Inceng et al. (2019).Organizational Citizenship Behavior is behavior that is an individual choice and initiative, not related to the organization's formal reward system but in aggregate increases organizational effectiveness (Riyadi and Arif 2023).
The results of data analysis in proving the hypothesis show that Quality of Work-Life has a positive and significant direct influence on Employee Well-Being.This means that if there is an increase in the Quality of Work-Life, this will have a significant influence on increasing Employee Well-Being among employees.Likewise, vice versa, if there is a decline in the Quality of Work-Life, this will have a significant impact on reducing Employee Well-Being.A good level of Resilience can produce employees who can face pressure and challenges in the work environment better.By creating a work environment that supports Resilience, companies can achieve their business goals more effectively.With support from the company, employees will feel appreciated and supported in overcoming various problems that arise in the work environment.Thus, companies will be able to compete in the market better and achieve long-term success.If there is an increase in Resilience, this will have a significant influence on increasing Organizational Citizenship Behavior in employees.Likewise, vice versa, if there is a decrease in Resilience then this will have a significant influence on the decrease in Organizational Citizenship Behavior.
The higher the level of resilience an employee has, the employee will work without being overwhelmed by worry or anxiety about difficulties or obstacles when working.In other words, an increase in resilience will cause a significant increase in Employee Well-Being.
Strong resilience can increase Employee Well-Being in the form of improving the quality of life and psychological condition of employees in the work environment, including overall wellbeing, job satisfaction, and helping overcome emotional exhaustion (Iqbal et al. 2020).
A decrease in Resilience will have a significant influence on a decrease in Employee Performance.This shows that the level of employee resilience, which is individual resilience in facing pressure and challenges, plays a very important role in determining employee performance.This means that companies need to pay special attention to increasing the Resilience factor in their employees in order to increase productivity and overall performance.
Organizational Citizenship Behavior is something that must be maintained and developed by management because employees with good OCB will show contributions in collaborating with co-workers voluntarily, providing assistance, and trying to increase work effectiveness.OCB helps in building good relationships between fellow employees and management (Shagirbasha and Sivakumaran 2021).
Without proper support for Employee Well-Being, employees can lose interest and eventually leave the company, resulting in the company experiencing the loss of talented employees even with good productivity so far.Employees need health programs, flexible work schedules, and a healthy work-life balance and this creates a positive work environment that increases employee satisfaction and ultimately encourages employees to act voluntarily to give their best for the progress of the company.17 The results of this study are not in line with the results of research conducted by (Jahani et al. 2018) who found that Employee Well-Being had a positive and significant influence on Organizational Citizenship Behavior.
Employee Well-Being has not been proven to have a significant effect, but this does not mean companies have to ignore aspects of employee welfare.Efforts to improve Employee Well-Being are still important to create a healthy and productive work environment for all employees.A holistic and sustainable approach is still needed by companies to improve employee and organizational performance as a whole.
The results of the current study are in contrast to the results of (Amrutha and Geetha 2020) who found that Employee Well-Being has a significant effect on employee performance.Employees with a good level of resilience will be better able to handle pressure or challenges that arise.In this way, ultimately employees with a good level of resilience will have a good level of Organizational Citizenship Behavior, namely actively participating in helping colleagues, contributing to the team, or even taking on voluntary roles without having to be asked by the company.

CONCLUSION
8. Resilience is an important thing for companies to develop and continue to improve because employee resilience is part of a strategy to improve overall employee welfare.
These findings can also be used as a basis for companies to implement resilience programs such as self-development, emotional skills training, and mental support which can increase individual resilience in the work environment.
9. The role of Resilience to be maintained and improved by the company.Resilience is an integral part of human resource management and therefore investment in training and development to increase employee resilience in facing pressure, challenges, and change can have a direct impact on employee performance.

10.
Employees who feel too comfortable may be less likely to feel the need to contribute more than necessary.The employee may assume that his basic needs have been met and does not feel the need to improve his performance or engage in extra activities at the company. 11.
If employees have good Organizational Citizenship Behavior, such as helping colleagues, providing new ideas, or actively participating in company activities outside of their main duties, this can have a positive impact on the overall performance of the employee concerned.
12. Findings from preliminary observations found that although the majority of employees worked well, in reality, there were still many who admitted to experiencing deficiencies in the level of Employee Well-Being.Companies can think further so that there is a clear link between employee performance and the level of employee welfare.

Figure 1
Figure 1Structural Equation Model Figure 2Calculation Results of Direct Effects Between Latent Variables ___________________________________________________________________________ Rev. Gest.Soc.Ambient.| Miami | v.18.n.9 | p.1-22 | e06783 | 2024.10 significance value (p-value) of < 0.000 (p < 0.05), which means that X2 has a positive and significant effect on OCB.In other words, an increase in Quality of Work-Life influences a significant increase in Organizational Citizenship Behavior.4.1.5Influence of Quality of Work-Life (X2) on Employee Well-Being (Z2) andPurnamarini & Kurniawan(Purnamarini and Kurniawan 2023).On the other hand, in previous research conducted byFikarlo et al. (2019),Nugroho et al. (2020), Santoso et al.(Santoso et al. 2022),Setyati & Utari (2023),Elshifa (2020), andMayasari (2019) show that Leader-Member Exchange has a direct and significant influence on performance.Erdogan & Bauer(Bauer and Erdogan 2015) explained that LMX theory refers to the idea that leaders form relationships based on trust, liking and appreciation with some of their employees, while with other employees outside of this the relationship is no more than what is stated in the contract.
___________________________________________________________________________ Rev. Gest.Soc.Ambient.| Miami | v.18.n.9 | p.1-22 | e06783 | 2024.15 results of data analysis in proving the hypothesis which shows that Quality of Work-Life has a positive and significant direct influence on Organizational Citizenship Behavior.This means that if there is an increase in the Quality of Work-Life, this will have a significant influence on increasing the Organizational Citizenship Behavior of employees.Likewise, vice versa, if there is a decline in the Quality of Work-Life, this will have a significant influence on the decline in Organizational Citizenship Behavior.The results of this research are in line with the results of research conducted by Purwani & Purwani & Sukestiningsih (Purwani and Sukestiningsih 2022), Mayasari (Mayasari 2019),

(
Bhende et al. 2020) define Quality of Work-Life as the degree to which members of an organization can satisfy their important personal needs through their experiences in the organization.In other words, QWL is a process of work organization, which allows its members at various levels to actively participate in the formation of the organization, its environment, methods, and results.Additional factors such as Organizational Citizenship Behavior and Employee Well-Being can play an important role in improving the relationship between Quality of work and Employee Performance.These findings indicate that there is a positive relationship between Quality of Work-Life and Employee Well-Being, which then has an impact on increasing employee performance.This shows that employee welfare in a good work environment can help increase their productivity and performance.Thus, company management needs to pay attention not only to the Quality of work but also to other factors such as Organizational Citizenship Behavior and Employee Well-Being to improve overall employee performance.Quality of Work-Life does not have a significant effect on employee performance and this is in line with the research results ofInceng et al. (2019),Rubel & Kee (2014), andSugiyono & Fitria (2022) but contrary to the results of research by Mayasari(Mayasari 2019),Kharisma et al. (2022),Rai & Tripathi (2015),Suyantiningsih et al. (2021), andThakur &Sharma (2019).According to(Shah et al. 2024), Quality of Work-Life is the level to which The Influence of Leader-Member Exchange, Quality Work Life, and Resilience on Employee Performance Through Organizational Citizenship Behavior and Employee Well-Being Case Study: in a Real Estate Company Special Region of Yogyakarta ___________________________________________________________________________ Rev. Gest.Soc.Ambient.| Miami | v.18.n.9 | p.1-22 | e06783 | 2024.16members of a work organization can meet important personal needs through their experiences in the organization.
___________________________________________________________________________ Rev. Gest.Soc.Ambient.| Miami | v.18.n.9 | p.1-22 | e06783 | 2024.18 5.If improvements occur in the Quality of work, Employee Well-Being will also increase significantly.Quality of Work-Life refers to the conditions, environment, and work experiences experienced by employees in the workplace.6.The relationship between Quality of Work-Life and Organizational Citizenship Behavior and Employee Well-Being on Employee Performance is a complicated relationship, but the significant indirect influence of Quality of Work-Life on performance through these mediating variables can be used further by companies.to improve employee performance effectively 7.
The Influence of Leader-Member Exchange, Quality Work Life, and Resilience on Employee Performance Through Organizational Citizenship Behavior and Employee Well-Being Case Study: in a Real Estate Company Special Region of Yogyakarta ___________________________________________________________________________ Rev. Gest.Soc.Ambient.| Miami | v.18.n.9 | p.1-22 | e06783 | 2024.
Asian 2016) research with three indicators, namely: Influence of Leader-Member Exchange, Quality Work Life, and Resilience on Employee Performance Through Organizational Citizenship Behavior and Employee Well-Being Case Study: in a Real Estate Company Special Region of Yogyakarta The ___________________________________________________________________________ Rev. Gest.Soc.Ambient.| Miami | v.18.n.9 | p.1-22 | e06783 | 2024.
Influence of Leader-Member Exchange, Quality Work Life, and Resilience on Employee Performance Through Organizational Citizenship Behavior and Employee Well-Being Case Study: in a Real Estate Company Special Region of Yogyakarta ___________________________________________________________________________ Rev. Gest.Soc.Ambient.| Miami | v.18.n.9 | p.1-22 | e06783 | 2024.
Recapitulation of Questionnaire Distribution Results The Influence of Leader-Member Exchange, Quality Work Life, and Resilience on Employee Performance Through Organizational Citizenship Behavior and Employee Well-Being Case Study: in a Real Estate Company Special Region of Yogyakarta

8 The Influence of Resilience (X3) on Employee Well-Being (Z2)
The Influence of Leader-Member Exchange, Quality Work Life, and Resilience on Employee Performance Through Organizational Citizenship Behavior and Employee Well-Being Case Study: in a Real Estate Company Special Region of Yogyakarta ___________________________________________________________________________ Rev. Gest.Soc.Ambient.| Miami | v.18.n.9 | p.1-22 | e06783 | 2024.11 4.1.
The Influence of Leader-Member Exchange, Quality Work Life, and Resilience on Employee Performance Through Organizational Citizenship Behavior and Employee Well-Being Case Study: in a Real Estate Company Special Region of Yogyakarta ___________________________________________________________________________ Rev. Gest.Soc.Ambient.| Miami | v.18.n.9 | p.1-22 | e06783 | 2024.
Influence of Leader-Member Exchange, Quality Work Life, and Resilience on Employee Performance Through Organizational Citizenship Behavior and Employee Well-Being Case Study: in a Real Estate Company Special Region of Yogyakarta Influence of Leader-Member Exchange, Quality Work Life, and Resilience on Employee Performance Through Organizational Citizenship Behavior and Employee Well-Being Case Study: in a Real Estate Company Special Region of Yogyakarta through Employee Well-Being (Z2) of -0.032.This indirect effect is supported by a significance of 0.192 (p > 0.05).These findings indicate that Employee Well-Being does The ___________________________________________________________________________ Rev. Gest.Soc.Ambient.|Miami | v.18.n.9 | p.1-22 | e06783 | 2024.13 not have a mediating role in the relationship between Resilience and Organizational Citizenship Behavior; 4. Leader-Member Exchange (X1) has an indirect effect on Employee Performance (Y) through Employee Well-Being (Z2) and Organizational Citizenship Behavior (Z1) of 0.107.This indirect effect is supported by a significance of 0.040 (p < 0.05).These Organizational Citizenship Behavior in employees.Likewise, vice versa, if there is a decrease in Leader-member exchange, this will have a significant influence on the decrease in Organizational Citizenship Behavior.The results of this research are in line with the results of research conducted by Purwani & Sukestiningsih (2022), Santoso et al. (2022), Monna et al.The ___________________________________________________________________________ Rev. Gest.Soc.Ambient.| Miami | v.18.n.9 | p.1-22 | e06783 | 2024.14 (2022) maupun Senen et al. (2021).The results of other research conducted by Purnamarini & Kurniawan (2023) show that Leader-Member Exchange does not have a significant influence on Organizational Citizenship Behavior.
The Influence of Leader-Member Exchange, Quality Work Life, and Resilience on Employee Performance Through Organizational Citizenship Behavior and Employee Well-Being Case Study: in a Real Estate Company Special Region of Yogyakarta The Influence of Leader-Member Exchange, Quality Work Life, and Resilience on Employee Performance Through Organizational Citizenship Behavior and Employee Well-Being Case Study: in a Real Estate Company Special Region of Yogyakarta ___________________________________________________________________________ Rev. Gest.Soc.Ambient.| Miami | v.18.n.9 | p.1-22 | e06783 | 2024.
Influence of Leader-Member Exchange, Quality Work Life, and Resilience on Employee Performance Through Organizational Citizenship Behavior and Employee Well-Being Case Study: in a Real Estate Company Special Region of Yogyakarta 1. Companies need to encourage leaders in their respective fields to encourage good Leader-Member Exchange with subordinates.This is because good Leader-Member Exchange can help create an environment where team members feel motivated, appreciated, and involved, which in turn increases the tendency of employees to have 4. Real estate companies can pay attention to and improve the Quality of work in their employees by developing policies, programs, or initiatives that support aspects such as work-life balance, recognition of contributions, and a supportive work environment.The The Influence of Leader-Member Exchange, Quality Work Life, and Resilience on Employee Performance Through Organizational Citizenship Behavior and Employee Well-Being Case Study: in a Real Estate Company Special Region of Yogyakarta ___________________________________________________________________________