Drawing on cognitive consistency theory, which is manifested, for example, by person-job, person-environment, person-supervisor fit, and cognitive dissonance, this study fills the extant literature of organizational citizenship behaviors (OCBs) with three antecedent constructs: negotiation style matching, organizational culture matching, and ethical leadership. These antecedent drivers are shown to affect a group of mediators that have a final impact on OCBs. The mediators depict job satisfaction as a fundamental base for psychological ownership, which, in turn, reinforces employee loyalty. Because this study was a quantitative study, the post-graduate students assisted in gathering three hundred and thirty-three valid data sets. The study finds that cognitive consistency, represented by negotiation styles and organizational culture, as well as perceived ethical leadership, predict job satisfaction, psychological ownership, employee loyalty, and OCBs. Furthermore, employee loyalty also plays a critical role in OCB to arise. Methodically, the study employs neural network (NN) and structural equation modeling (SEM). Their combinations provide a supporting complement to the inferential statistical assessments of the proposed hypothetical model.

___________________________________________________________________________________

Keywords: Cognitive Consistency Theory, Negotiation Style Matching, Organizational Culture Matching, Psychological Ownership, Job Satisfaction, Organizational Citizenship Behavior, Neural Network Simulation.