The Micro-Foundations of Public Service Reform: Transformational Leadership in Setu Urban Village, East Jakarta

Sulisti Nabilah Fatin; Dadan Kurniansyah; Kariena Febriantin

doi:10.66254/jgssvol5issue2page231-247

Sulisti Nabilah Fatin Universitas Singaperbangsa Karawang, Indonesia
Dadan Kurniansyah Universitas Singaperbangsa Karawang, Indonesia
Kariena Febriantin Universitas Singaperbangsa Karawang, Indonesia

DOI: https://doi.org/10.66254/jgssvol5issue2page231-247

Keywords: transformational leadership, frontline bureaucracy, public service, micro-foundations, local governance

Abstract

Public service reform at the urban-village level remains constrained by procedural rigidity, limited administrative capacity, uneven digital readiness, and the gap between formal service standards and citizens’ everyday service experiences. This article aims to analyze how transformational leadership functions as a micro-foundation of public service reform in Setu Urban Village, East Jakarta. Using a qualitative single-case study design, data were collected through semi-structured interviews, direct observation, and document analysis involving urban-village officials, frontline service officers, community representatives, and residents. The findings reveal that the Lurah’s transformational leadership was manifested through exemplary discipline, integrity, motivational communication, participatory coordination, intellectual stimulation, and individualized staff support. These practices contributed to stronger service readiness, improved internal coordination, adaptive digital service assistance, community outreach, and more citizen-oriented service behavior. The study implies that public service reform is not produced solely by formal procedures or digital systems, but also by everyday leadership mechanisms that shape frontline bureaucratic behavior. Sustainable reform therefore requires institutionalizing leadership-driven practices into service standards, staff capacity development, feedback systems, and accountability mechanisms.

Downloads

Download data is not yet available.

References

Ahmad, R. B., Bin Mohamed, A. M., & Bin Damin, Z. A. (2025). Work Stress in Public Service: Job Demands Outweigh Transformational Leadership. Asian Journal for Public Opinion Research, 13(3), 347–371. https://doi.org/10.15206/ajpor.2025.13.3.347

Anggarina, P. T., Irawan, A. P., & Dewi, F. I. R. (2024). Higher education reputation management through increasing the role of public relations. Humanities and Social Sciences Letters, 12(3), 692–702. https://doi.org/10.18488/73.v12i3.3863

Bahagia, R., Daulay, R., Arianty, N., & Astuti, R. (2024). Transformational leadership, emotional intelligence, and innovative work behavior: Mediating roles of knowledge sharing at public hospitals in Indonesia. Problems and Perspectives in Management, 22(1), 103–114. https://doi.org/10.21511/ppm.22(1).2024.10

Bonnesen, L. (2026). “Volunteers Are Part of Our Community”: Managing Staff-Volunteer Conflicts in Co-Produced Care Services. Human Service Organizations Management, Leadership and Governance. https://doi.org/10.1080/23303131.2026.2649854

Branderhorst, E. M., & Ruijer, E. (2025). Digital leadership in local government: an empirical study of Dutch city managers. Local Government Studies, 51(3), 576–599. https://doi.org/10.1080/03003930.2024.2363368

Cazzuffi, C., & Retamal, P. (2026). Gendered Perceptions of Public Services: Quality, Equality of Treatment, and Corruption in Chile. Public Administration, 104(1), 128–144. https://doi.org/10.1111/padm.70004

Choi, B., & Cho, K. W. (2025). Influence of Transformational Leadership on Innovative Behavior in the Korean Public Service Sector: The Moderated Mediating Effect of Change Management and PSM. Public Performance and Management Review , 48(2), 437–467. https://doi.org/10.1080/15309576.2024.2436631

Fareed, M. Z., & Su, Q. (2022). Transformational Leadership and Project Success: A Mediating Role of Public Service Motivation. Administration and Society, 54(4), 690–713. https://doi.org/10.1177/00953997211040466

Fitriani, A., Jaya, W. K., Rosari, R., & Fajarwati, D. (2026). Navigating Bureaucratic Challenges: Investigating the Interplay of Psychological Factors and Positive Outcomes in Public Sector Performance. Jurnal Ilmu Sosial Dan Ilmu Politik, 29(3), 325–342. https://doi.org/10.22146/jsp.102526

Hertati, D. (2023). Evaluation of the Quality of Web-Based Integrated Administration Services (PATEN) in Sidoarjo District, Indonesia. Lex Localis, 21(1), 1–15. https://doi.org/10.4335/21.1.1-15(2023)

Kiettikunwong, N. (2024). Assessing local government transformational leadership in Thailand. International Journal of Public Sector Performance Management, 14(3–4), 491–505. https://doi.org/10.1504/IJPSPM.2024.142346

Kjeldsen, A. M., Grønborg Stennicke, M., Gregersen, D. S., Lindgaard Petersen, C., Bager, A. V, Jønsson, T. F., & Andersen, L. B. (2024). Crisis Intensity, Leadership Behavior, and Employee Outcomes in Public Organizations. International Journal of Public Administration, 47(14), 951–970. https://doi.org/10.1080/01900692.2023.2213856

Komariyah, L. (2022). Contribution of Transformational Leadership and Years of Leader Experience on the Effectiveness of Organization Efficacy. Journal of Social Studies Education Research, 13(4), 308–335.

Lauritzen, H. H., Grøn, C. H., & Kjeldsen, A. M. (2022). Leadership Matters, But So Do Co-Workers: A Study of the Relative Importance of Transformational Leadership and Team Relations for Employee Outcomes and User Satisfaction. Review of Public Personnel Administration, 42(4), 614–640. https://doi.org/10.1177/0734371X211011618

Mansoor, T., & Hussain, S. (2024). Impact of knowledge oriented leadership on sustainable service quality of higher education institutes. VINE Journal of Information and Knowledge Management Systems, 54(4), 705–724. https://doi.org/10.1108/VJIKMS-09-2021-0176

Maulana, R. Y., Durnik, M., & Decman, M. (2024). Collaborative Approach on Digital Government Transformation: In-Depth Analysis from Expert Interview. NISPAcee Journal of Public Administration and Policy, 17(1), 94–119. https://doi.org/10.2478/nispa-2024-0005

Maulana, R. Y., Rakhman, M. A., Beriansyah, A., Firmansyah, A., Decman, M., & Sutan, A. J. (2026). Smart Governance Transformation in Local Government: A Qualitative Case Study of Jambi City, Indonesia. Asian Journal of Human Services, 30(1). https://doi.org/10.14391/ajhs.e3001.1.012

Mensah, I. K., Gomado, D. E., & Ukolov, V. F. (2022). The Moderating Impact of Perceived Leadership Commitment on the Adoption of E-Government Services. International Journal of Electronic Government Research, 18(1). https://doi.org/10.4018/ijegr.314218

Moffett, P., & Weare, W. H. (2022). Service Philosophy Statements in Practice: Motivation, Authorship, and Impact. Portal, 22(4), 975–994. https://doi.org/10.1353/pla.2022.0049

Mogues, T., Van Campenhout, B., Miehe, C., & Kabunga, N. (2023). The impact of community-based monitoring on public service delivery: A randomized control trial in Uganda. World Development, 172. https://doi.org/10.1016/j.worlddev.2023.106374

Monroe, H. A., Seo, G. Z., & Robertson, R. J. (2025). Collaborative Leadership Education Through Community Partnerships. Journal of Nursing Education, 64(8), e114–e117. https://doi.org/10.3928/01484834-20241004-01

Motsi, A., Gumbe, S., Muzondo, N., & Makudza, F. (2024). An Innovative Leadership Model Of Service Delivery In Urban Local Authorities. Theoretical and Empirical Researches in Urban Management, 19(1), 54–69.

Mulaphong, D. (2023). Citizen engagement in coproductive community services: examining the influence of community attachment, trust in the local government, and the leadership of local elected officials. Community Development, 54(5), 767–782. https://doi.org/10.1080/15575330.2022.2127155

Nurullah, C. A., Ibrahim, M., Djalil, M. A., & Putra, T. R. I. (2025). Bureaucratic simplification and organizational effectiveness: the mediating role of administrative efficiency and the moderating roles of transformational and digital leadership. International Journal of Public Leadership, 1–15. https://doi.org/10.1108/IJPL-07-2025-0112

Octavianne, H., Suhariadi, F., Mudzakkir, M. F., Amiati, M., Sarwestri, K. E., Adriansyah, M. A., & Trianto, D. (2025). The Impact of Servant and Women’s Leadership on Organizational Performance in Indonesia’s High Prosecutor’s Office. International Journal of Body, Mind and Culture, 12(6), 22–34. https://doi.org/10.61838/ijbmc.v12i6.978

Pribadi, U., Iqbal, M., Ibrahim, M. A., & Ahdarrijal, Y. (2024). Nexus of public organization, transparency, and accountability in Indonesia’s digital governance. Journal of Public Affairs, 24(3). https://doi.org/10.1002/pa.2940

Schott, C., & Bouwman, R. (2024). Does public service motivation truly predict dishonesty? Behavioural evidence from the private and public sectors. International Review of Administrative Sciences, 90(2), 474–489. https://doi.org/10.1177/00208523231197758

Setiawan, W. (2022). Leadership Policy Adjustment Analysis During The Covid-19 Pandemic. Journal of Governance and Regulation, 11(4 Special Issue), 246–259. https://doi.org/10.22495/jgrv11i4siart5

Sigurjonsson, T. O., Jónsson, E., & Gudmundsdottir, S. (2024). Sustainability of Digital Initiatives in Public Services in Digital Transformation of Local Government: Insights and Implications. Sustainability (Switzerland), 16(24). https://doi.org/10.3390/su162410827

Sudha, A., Azam, S. M. F., & Tham, J. (2023). Transformational leadership and job performance of Maldives Civil Service employees, mediated by organisational commitment. International Journal of Public Sector Management, 36(3), 271–287. https://doi.org/10.1108/IJPSM-09-2022-0198

Sukmawan, S., Firdaus, E. N., & Setyowati, L. (2023). “Bale desa”; Preservation of cultural values and women’s leadership in Tengger, East Java, Indonesia. Wacana, 24(2), 310–327. https://doi.org/10.17510/wacana.v24i2.1218

Sulila, I., Santoso, I. R., Polin, M., Lukum, R., & Gobel, W. (2024). Development Of E-Government Public Policy Implementation Model In Online Tax Services. Journal of Governance and Regulation, 13(3), 70–83. https://doi.org/10.22495/jgrv13i3art6

Syamsir, S., Saputra, N., & Mulia, R. A. (2026). Organizational Citizenship Behavior Model in Improving Public Service Management Mediated by Integrity. Public Integrity. https://doi.org/10.1080/10999922.2026.2638672

Tran, Y. T., & Hoang, T. C. (2024). Transformational leadership and public employee performance: The mediating roles of employee participation and public service motivation. International Review of Administrative Sciences, 90(4), 793–809. https://doi.org/10.1177/00208523241230439

Vignieri, V., & Santoni, R. (2025). Is digital transformation a catalyst of knowledge assets for public value creation? Journal of Intellectual Capital, 1–31. https://doi.org/10.1108/JIC-03-2025-0091

Wongpreedee, A., & Sudhipongpracha, T. (2024). Street-level quasi-bureaucracy and professional discretion: how transformational leadership and public service motivation influence village health volunteers’ professional discretion. International Journal of Sociology and Social Policy, 44(3–4), 390–407. https://doi.org/10.1108/IJSSP-04-2023-0083