Social Exchange Theory (SET) highlights the properties that arise in interpersonal relationships and social interactions (Blau, 1967). SET explains that there is an exchange relationship between individuals, where employees will provide reciprocity in the form of their perceptions and performance in accordance with the treatment received from the organization (Liaquat & Mehmood, 2017). SETs emphasize that interdependent interactions occur based on specific actions, which ultimately result in a relationship with high potency (Liaquat & Mehmood, 2017).

Support from good supervisors and the culture developed by the organization can foster employee perceptions of their careers, so as to improve performance as well as employee commitment (Leonardi & Panggabean, 2021). In addition, WLB is one of the factors that influence organizational commitment when observed from the perspective of SET (Aida et al., 2024). On this basis, it can be said that when employees feel that the organization cares about their welfare and has good leadership, the organization can get reciprocity in the form of positive attitudes from employees.

SET states that employees will feel more satisfied and show higher commitment if the organization provides support and attention to their lives (Allen, 2001). This results in an understanding that the relationship between employees and the organization is based on reciprocal aspects, where the mutually giving nature of this relationship can determine employee behavior towards their organization (Liaquat & Mehmood, 2017).

Commitment is an attitude that describes an employee's loyalty to the organization and the ongoing stage in which organizational participants show their concern for the continuity and prosperity of the organization (Luthans, 2011). Organizational commitment is the level of trust in which an employee sides with an organization and its goals and intends to maintain membership in the organization, and reflects a loyal attitude towards the organization (Nurjanah et al., 2020). In addition, organizational commitment is also defined as an attitude that describes a person's loyalty to the organization and shows his concern for the sustainability of the organization (Surya & Riana, 2023). According to Raharjo et al. (2023), Organizational commitment describes the extent to which employees have a psychological attachment to their work.

Organizational commitment is measured using Meyer & Allen (1991) Three-Component Model of Commitment which includes continuance, normative, dan affective (Luthans, 2011). Affective commitment refers to an employee's emotional attachment, sense of identification, and involvement with the organization (Meyer & Allen, 1991). This commitment is reflected when employees feel part of the organization. Continuance commitment refers to employees' awareness of the costs or consequences that must be borne if they leave the organization (Meyer & Allen, 1991). Finally, normative commitment describes an employee's feeling of obligation to remain with the organization (Meyer & Allen, 1991).

Leadership is the ability to influence individuals or groups to have the willingness to work effectively and efficiently in achieving certain goals in accordance with the situation at hand (Atika et al., 2022). While leadership style is a pattern of behavior applied by a person when trying to influence the actions or attitudes of others (Masriani et al., 2021). Leaders who are able to empower and develop employee potential can improve organizational performance, commitment, and profits (Kawiana et al., 2021). Leadership style is measured using indicators from Bass's Multifactor Leadership Questionnaire (MLQ) which includes eight dimensions of leadership style (Den Hartog et al., 1997).

Organizational culture is a pattern of thinking, feeling, and response that develops within the organization or its parts (Musa & Yuliza, 2022). Organizational culture is important because it determines how members achieve the goals that have been set (Izati & Munawaroh, 2025). Organizational culture is also defined as a set of values and norms adopted and obeyed by employees, which plays a role in uniting perceptions of the company's vision and mission (Nugraha, 2023). Organizational culture can be measured using indicators from Lee & Choi (2003) which includes collaboration, trust, and learning.

Work-life balance (WLB) is the achievement of harmony through a balanced relationship between work, health, happiness, leisure, and family life (Abebe & Assemie, 2023). WLB is a work pattern in which employees are able to maintain a balance between professional responsibilities in the company and other obligations in personal life (Putri & Frianto, 2023). Optimal WLB can encourage employees to stay in the organization (Badrianto & Ekhsan, 2021). According to Parkes & Langford (2008), WLB is measured using four indicators including work-life balance, fulfillment of responsibilities, social life and engagement, and support and flexible work policies.

Leadership style reflects a leader's ability to give full attention to employees by motivating them and increasing organizational commitment through delegation, responsibility, and employee empowerment (Musa & Yuliza, 2022). The selection of an appropriate leadership style can have a significant impact on the commitment of members in an organization (Masriani et al., 2021).

From the Social Exchange Theory (SET) perspective, when employees feel that their leaders provide support, trust, and recognition, they will reciprocate by showing loyalty and commitment to the organization (Leonardi & Panggabean, 2021). Previous research from Atika et al. (2022), Izati & Munawaroh (2025), Kawiana et al. (2021), Masriani et al. (2021), dan Musa & Yuliza (2022) stated that a good leadership style can significantly increase organizational commitment. Employees who have trust in company leaders tend to be more committed to the organization (Kawiana et al., 2021).

H1: Leadership style has a significant and positive effect on Organizational Commitment

Organizational commitment can be formed because it is influenced by various factors, including organizational culture (Nugraha, 2023). Organizational culture has a major influence on employee behavior in the workplace because it is formed from the value system adopted by employees (Izati & Munawaroh, 2025). If the corporate culture that is formed is conducive and comfortable for employees, then commitment to the organization from employees will increase, so that it can support the achievement of company goals (Nugraha, 2023).

In the Social Exchange Theory perspective, a positive organizational culture provides a sense of security, appreciation, and self-development opportunities that encourage employees to reciprocate with high commitment to the organization (Liaquat & Mehmood, 2017). Previous research from Daslim et al. (2023), Izati & Munawaroh (2025), Musa & Yuliza (2022), Nugraha (2023), and Siswadi et al. (2023) found that organizational culture has a positive and significant effect on organizational commitment. A good organizational culture that can make employees comfortable will increase their organizational commitment (Daslim et al., 2023).

H2: Organizational Culture has a significant and positive effect on Organizational Commitment

An increasingly competitive environment demands a balance between personal life and work or work-life balance (Putri & Frianto, 2023). Companies need to ensure effective implementation of WLB if they want employees to be fully committed to their work (Alfianto & Hadi, 2024). When employees are able to balance their work and personal lives, it increases their commitment (Aras et al., 2022). On the other hand, when work-life balance is achieved, employees tend to be more focused, feel positive, and avoid stress, which in turn increases their dedication to work (Badrianto & Ekhsan, 2021).

In the Social Exchange Theory perspective, organizational attention to employees' work-life balance, such as through flexible work policies or social support, is perceived as fulfilling expectations that encourage employees to reciprocate with increased commitment to the organization (Aida et al., 2024). Previous research from Abebe & Assemie (2023), Alfianto & Hadi (2024), Aras et al. (2022), Badrianto & Ekhsan (2021), and Putri & Frianto (2023) explains that WLB has a significant and positive impact on organizational commitment. Having a good WLB policy and system is essential for supporting work and personal life, and increasing employees' organizational commitment (Abebe & Assemie, 2023). By feeling valued in the fulfillment of work-life balance, employees will be more committed to the organization.

H3: Work-Life Balance has a significant and positive effect on Organizational Commitment.

Figure 1. Conceptual Framework

The first analysis in this study is the demographic analysis listed in Table 1. The demographic analysis aims to provide additional information to future researchers.

Table 1. Respondent Identity Profile

The demographic analysis of respondents in Table 1 shows that the majority of respondents were male (76.5%), with an age group of 25 to 30 years (millennials). The majority of respondents also had work experience between 1 to 5 years (90.4%), indicating that respondents with greater experience were more involved in the study.

The first measurement model analysis carried out is the loading factor analysis as one of the requirements for convergent validity. Convergent validity will be achieved with a loading factor value> 0.7 and AVE> 0.5 (Hair et al., 2017).

Table 2. Convergent Validity & Reliability

The results in Table 2 show a loading factor <0.70 on item GK20 so it is necessary to reconstruct by removing items from the model. From the results of the loading factor output after reconstruction, all items of each variable> 0.70 so that it can be one of the requirements for testing convergent validity. In addition, all Composite Reliability (CR) and Cronbach's alpha (CA) values are > 0.70 (Hair et al., 2017), shows good reliability for each variable.

Table 3. Discriminant Validity: Heterotrait-Monotrait Ratio

Furthermore, the discriminant validity analysis using the Heterotrait- Monotrait Ratio (HTMT) in Table 3 shows that all HTMT values are below the 0.90 threshold, which indicates that each construct in the model has a clear distinction from each other (Hair et al., 2017).

Table 4. Discriminant Validity: Fornell-Larcker

Finally, Table 4 shows that the Fornell-Larcker criterion is well met, which is characterized by the square root value of AVE on the diagonal being higher than the other values for each variable (Hair et al., 2017). Therefore, discriminant validity in the model can be stated to have been fulfilled.

Evaluation of the structural model aims to analyze the relationship between constructs, assess the significance value, and determine the R-square value of the research model. The first stage of the inner model is model test or model fit.

Table 5. Model Test (Model Fit)

The Standardized Root Mean Square Residual (SRMR) value <0.1 indicates that the model structure is considered suitable. While the Normal Fit Index (NFI) shows the suitability of the model in the study with a value of 0 - 1 where the closer to 1, the better or the more suitable the model built (Hair et al., 2017).

Table 6. R-Square

The R-square assessment in Table 6 shows good results. The R-square value of 0.468 for organizational commitment indicates that 46.8% of the variation in this variable can be explained by the independent variables, the rest is influenced by other factors outside the study (Hair et al., 2017).

Table 7. Hypothesis Test

The last stage in SEM-PLS analysis is hypothesis testing. Hypothesis testing assumes the influence of independent variables on the dependent variable if the T statistical value> 1.960 and the P value is less than 0.05. The test results in Table 7 show that all variable relationships have positive path coefficients (β) and all hypotheses are accepted.

The results showed that leadership style has a positive and significant effect on organizational commitment in millennial employees. Leaders who are able to provide clear direction, show concern, and involve employees in decision making will create a sense of value and emotional attachment to the organization. Effective leadership styles, such as transformational or participative styles, motivate employees to be more engaged and feel a sense of responsibility towards company goals, thus increasing their commitment to the organization.

From the perspective of Social Exchange Theory (SET), the relationship between leadership style and organizational commitment can be understood as a form of reciprocal relationship. When employees feel that their leaders provide support, trust, and recognition, they will reciprocate by showing loyalty and commitment to the organization. This give-and-take attitude creates a positive work climate, where employees feel an important part of the organization. This finding is in line with previous research conducted by Atika et al. (2022), Izati & Munawaroh (2025), Kawiana et al. (2021), Masriani et al. (2021), dan Musa & Yuliza (2022), which states that the right leadership style can significantly increase organizational commitment. The implication of this finding is that it is important for organizations to develop supportive and participative leadership styles to strengthen organizational commitment, especially among millennial employees who tend to value engagement and respectful working relationships.

The results showed that organizational culture has a positive and significant effect on organizational commitment. A strong and positive organizational culture, characterized by the values of cooperation, trust, openness, and respect will be able to create a comfortable and supportive work environment. In such a situation, employees feel more emotionally attached to the organization and have a higher drive to remain part of the company. An inclusive and consistent culture also helps unify employees' perceptions of the organization's vision and mission, thereby strengthening their commitment.

When viewed through the perspective of Social Exchange Theory, a positive organizational culture provides stimulus in the form of security, appreciation, and self-development opportunities to employees. In response to this positive treatment, employees will give back in the form of high commitment to the organization. This reciprocal relationship is a strong foundation in building long- term bonds between employees and the company. This finding is in line with research by Daslim et al. (2023), Izati & Munawaroh (2025), Musa & Yuliza (2022), Nugraha (2023), and Siswadi et al. (2023) which shows that organizational culture has a positive and significant influence on increasing employee commitment. The implication of this finding is that organizations need to build and maintain a work culture that is inclusive, collaborative, and oriented towards shared values to increase employee loyalty and attachment to the company.

The results showed that work-life balance has a positive and significant effect on organizational commitment. Employees who are able to balance the demands of work and personal life tend to feel more satisfied, more focused at work, and have lower stress levels. In this condition, employees feel comfortable in carrying out their role in the organization without having to sacrifice important aspects of their personal life. This supportive situation will encourage employees' loyalty and emotional attachment to the company, thus strengthening their commitment to keep contributing in the long run.

If examined through the perspective of Social Exchange Theory, organizations that pay attention to employee work-life balance are considered to have met employee expectations in reciprocal relationships. When employees feel that the organization cares about their well-being, for example through flexible work policies or social support, they will respond by increasing their commitment to the organization. This result is consistent with the findings of Abebe & Assemie (2023), Alfianto & Hadi (2024), Aras et al. (2022), Badrianto & Ekhsan (2021), dan Putri & Frianto (2023) which states that work-life balance has a significant influence in increasing organizational commitment, especially among millennial generation employees who highly value the balance between work and personal life. The implication of this finding is that companies need to design and implement policies that support work-life balance, such as work time flexibility and support for employees' personal needs, in order to increase organizational loyalty and commitment, especially among the millennial generation.