Purpose: This study explains how humble leadership influences two types of behavior: organizational citizenship behavior (OCB) and withdrawal behavior (WB) in BPR banks undergoing mergers. The team climate plays a key role in the success of this relationship. Design/methodology/approach: The number of samples taken based on the Isaac and Michael table at a population point of 652 resulted in a sample size of 227. The researchers used stratified random sampling to determine the sample distribution, a method that groups the population into several strata based on certain criteria. Data analysis uses SmartPLS 4. Findings: The results of the research show that humble leadership has a direct influence on increasing OCB and reducing WB. Team climate may influence how humble leadership affects increases in OCB and decreases in WB, especially during structural changes like mergers. These results also support the idea that humble leadership makes people more likely to be good organizational citizens by creating a supportive team environment and less likely to withdraw by making an atmosphere that eases stress and dissatisfaction. Team climate acts as a mediator between humble leadership and employee behavior, enhancing engagement and reducing negative behavior. Research limitations/implications: The study has revealed that humble leaders can create a positive team climate, strengthen employee engagement with OCB, and reduce uncertainty that can trigger withdrawal behaviors. However, it must be acknowledged that this research has limitations in measuring the effectiveness of the open communication process between leaders and employees and in measuring the differences in organizational culture in each provincial BPR merger in Indonesia. Practical implications: Humble leadership plays a crucial role in creating a positive team climate. Training for managers to develop a humble attitude is critical, including listening to employee feedback and providing fair recognition. Additionally, creating a supportive team climate can enhance organizational citizenship behavior, so managers need to focus on a work atmosphere that encourages collaboration and employee engagement. Humble leadership can also reduce employee withdrawal behaviors by creating a safe environment for their emotional well-being. In the context of a merger, understanding team dynamics and demonstrating sincerity from leaders is essential to ease tensions among team members from different backgrounds. Therefore, the development of training programs that support employee engagement is key to ensuring they remain engaged in their work and exhibit positive behavior, while humble leadership continues to reinforce their personal and professional development. Social Implications: In merger situations that often trigger uncertainty and anxiety among employees, humble leadership helps build trust and security, ultimately reducing resistance to change. The merger will make the organization more adaptable to structural changes due to OCB growth. Conversely, the reduction of withdrawal behavior contributes to a decrease in employee turnover, thereby preventing operational disruptions that could disrupt financial services to the community. So, humble leadership mediated by team climate not only helps individuals and organizations but also improves the social and economic stability in the area around BPR, which is undergoing structural changes because of the merger. Originality/value: This research makes a significant contribution to the development of leadership theory, employee behavior, and team dynamics by demonstrating that humble leadership can build better relationships, improve communication, and strengthen employee engagement, as well as create a positive organizational climate that reduces negative behaviors such as withdrawal