This research utilized Structural Equation Modeling (SEM) in building and testing a model describing the Organizational Citizenship Behavior (OCB) of the Davao Region's public school principals based on the theoretical constructs of Social Exchange Theory, Transformational Leadership Theory, and Self-Efficacy Theory. These theories all together emphasize the ways in which mutual relationships, inspirational leadership, and self-efficacy influence discretionary and prosocial workplace behavior. The research explored how empowerment, school culture, and leadership practices lead to OCB, with information gathered from 400 principals using a validated survey tool administered via proportionate stratified random sampling from 11 Schools Division Offices, both through online and printed media. Findings indicated uniformly high scores on leadership practices, empowerment, and school culture. The best-fitting structural model verified principals perceived themselves to be empowered, exercise transformational leadership, and create a supportive school culture, they were more likely to extend beyond formal job requirements to the advantage of the school community. These conclusions highlighted the pivotal role that leadership development, empowerment, and school culture have in building OCB. Thus, it is suggested that school policy embeds continued leadership development, empowerment, and culture-building programs to facilitate school principals in upholding high levels of drive, cooperation, and discretionary effort.