ADAPTIVE LEADERSHIP STRATEGIES FOR IMPROVING EMPLOYEE PERFORMANCE AT THE LEBAK REGENCY SOCIAL AFFAIRS OFFICE

Abstract

This study aims to analyse adaptive leadership strategies for improving employee performance at the Lebak Regency Social Affairs Office. Dynamic demands for public services, the extensive geographical area served, and frequent changes in social sector regulations require a flexible and innovative leadership model. The study employs a qualitative case study approach. Data were collected through in-depth interviews with leaders and employees, field observations, and an analysis of documents relating to organisational performance. The findings indicate that adaptive leadership, characterised by the ability to navigate crises, empower employees through collective problem-solving, and maintain open communication, substantially improves employee effectiveness. Performance improvements are evident in the timeliness of social assistance distribution, responsiveness to complaints, and bureaucratic efficiency, supported by psychological safety in the workplace. The principal enabling factors include the integration of the SIKS-NG application and employees’ strong social capital in the form of collective empathy. Challenges include staffing shortages, limited funding for field mobility, and cultural resistance to changes in working practices. The study concludes that adaptive leadership is an important catalyst for developing a resilient and agile organisational culture within local government institutions.