Leadership Styles, Competency, and Employee Performance in Local Government: Evidence from a Sub-District Administration in Indonesia
Abstract
This study examines the influence of leadership styles and employee competency on employee performance within a sub-district government office in Indonesia. It responds to persistent challenges in local public service delivery, including procedural inefficiencies, low timeliness, limited employee initiative, and inadequate adoption of participatory leadership and digital competencies. Employing a quantitative associative design, the study uses a saturated sampling technique involving all 25 employees. Data were collected through structured questionnaires and analyzed using multiple linear regression, supported by validity, reliability, and classical assumption tests. The findings indicate that leadership style has a positive and significant effect on employee performance (β = 0.511; p < 0.05), while employee competency exerts a stronger and more significant influence (β = 0.618; p < 0.05). Simultaneously, both variables significantly predict performance, with a coefficient of determination (R²) of 0.757, suggesting substantial explanatory power. These results highlight the critical role of competency, particularly technical and digital skills, in shaping performance within stable bureaucratic contexts. This study contributes to public administration literature by integrating leadership and competency perspectives within a micro-level governance setting and providing empirical evidence from an underexplored sub-district context in a developing country.
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