The National Police of Timor Leste (PNTL) is in charge of the country's internal security. As a result, the PNTL, as an institution, should prepare dependable human resources to ensure the stability of the state by applicable regulations. The study's findings using the structural equation modeling (SEM) approach show that the organizational performance model fits the GoF criteria. Strategic Leadership, Organizational Learning, Organizational Culture, Organizational Citizenship Behavior, and Organizational Performance are all convergently and discriminantly valid and reliable indicators. The ability to manage change, build cooperation and a sense of belonging, and be visionary is the dominant indicators of strategic leadership. Systems thinking, mental models, learning teams, and personal mastery are the most important indicators of organizational learning. Bureaucratic culture, innovative culture, and supportive culture are the dominant indicators of Organizational Culture. Willingness to Tolerate without Complaint and Involvement in Organizational Functions are the dominant indicators of Organizational Citizenship Behavior. Service Quality, Responsibility, Accountability, and Productivity are the most important indicators of Organizational Performance. Organizational Citizenship Behavior, Strategic Leadership, Organizational Learning, and Organizational Culture all have an impact on organizational performance. Furthermore, Strategic Leadership, Organizational Learning, and Organizational Culture all have an impact on organizational citizenship behavior.

The National Police of Timor Leste (PNTL) is in charge of the country's internal security. As a result, the PNTL, as an institution, should prepare dependable human resources to ensure the stability of the state by applicable regulations. The study's findings using the structural equation modeling (SEM) approach show that the organizational performance model fits the GoF criteria. Strategic Leadership, Organizational Learning, Organizational Culture, Organizational Citizenship Behavior, and Organizational Performance are all convergently and discriminantly valid and reliable indicators. The ability to manage change, build cooperation and a sense of belonging, and be visionary is the dominant indicators of strategic leadership. Systems thinking, mental models, learning teams, and personal mastery are the most important indicators of organizational learning. Bureaucratic culture, innovative culture, and supportive culture are the dominant indicators of Organizational Culture. Willingness to Tolerate without Complaint and Involvement in Organizational Functions are the dominant indicators of

This paper is to explore the relationship between  Organizational Citizenship Behaviour and organizational performance in both private and public organization. OCB has significant impact on organization performance as its shows in several researches and literature review by schoolar. Research in the field of business and management confirms that employees are activators of organizational resources and, therefore, are considered an important asset of the organization. Other available literature confirms the assumption that high employee citizenship behavior is the most influential factor and contributes a lot to the success of company performance. The contribution of fundamentally effective leadership to employee commitment and citizenship cannot be ignored.

Every organization have struggle for the better performance in order to achieve its mission and vision.This studys findings using the structural equation modeling (SEM) approach show that Strategic Leadership, Organizational Learning, Organizational Culture, Organizational Citizenship Behavior, and Organizational Performance are all convergently and discriminantly valid and reliable indicators.The ability to manage change, build cooperation and a sense of belonging, and be visionary is the dominant indicators of strategic leadership. Systems thinking, mental models, learning teams, and personal mastery are the most important indicators of organizational learning. Bureaucratic culture, innovative culture, and supportive culture are the dominant indicators of Organizational Culture. Willingness to Tolerate without Complaint and Involvement in Organizational Functions are the dominant indicators of Organizational Citizenship Behavior. Service Quality, Responsibility, Accountability, and Productivity are the most important indicators of Organizational Performance. Organizational Citizenship Behavior, Strategic Leadership, Organizational Learning, and Organizational Culture all have an impact on organizational performance. Furthermore, Strategic Leadership, Organizational Learning, and Organizational Culture all have an impact on organizational citizenship behavior.This study found research results that were different from previous research results where Organizational Culture had a significant effect with a positive direction on Organizational Performance received.