The Influence of Leadership and Competence on The Performance of The Regional Secretariat Apparatus
DOI:
https://doi.org/10.55606/ijemr.v4i2.399Keywords:
Apparatus Performance, Competency, Leadership, Merit System, Public BureaucracyAbstract
This study aims to analyze the influence of leadership and competency on the performance of civil servants at the Regional Secretariat of Sumedang Regency. The background of this research is the observed low level of effectiveness and work productivity among government employees, which is allegedly influenced by poor leadership quality and suboptimal technical and behavioral competencies. This is a quantitative explanatory research using simple and multiple linear regression analysis. Data were collected through questionnaires from 65 respondents using a census technique. The results show that both leadership and competency have significant partial and simultaneous effects on performance, with a combined coefficient of determination (R²) of 70.7%. These findings highlight the importance of integrating leadership quality and employee competence in systematically enhancing public bureaucratic performance. Strategic recommendations are provided for strengthening merit-based HR development policies, transformational leadership training, and digitalized performance evaluations.
References
[1] B. M. Bass and R. E. Riggio, Transformational Leadership, 3rd ed. New York: Psychology Press, 2021.
[2] R. E. Boyatzis, The Competent Manager: A Model for Effective Performance. Hoboken: Wiley, 2022.
[3] A. Johan, D. Isfianadewi, and T. A. Anwar, “Sales Force and Strategic Intelligence in SMEs Performance: Case Study of Batik's Enterprises in Bringharjo Yogyakarta,” J. Bus. Stud. Manag. Rev., vol. 2, no. 2, pp. 128–136, 2019.
[4] A. Johan, S. Sriwardani, and R. F. Oktavian, “Exploring Succession in Small Business Growth in Bandung: Mediating Role of Strategic Change,” J. Siasat Bisnis, pp. 209–224, 2024.
[5] Ministry of State Apparatus Empowerment and Bureaucratic Reform, Regulation of the Minister of PANRB No. 3 of 2020 concerning ASN Talent Management, Jakarta: Ministry of PANRB, 2020.
[6] H. Mintzberg, Managing the Public Sector: Beyond Administrative Reform. London: Routledge, 2020.
[7] R. D. Nasution, “Synergy of Leadership and Competence in Improving ASN Performance,” J. Public Adm., vol. 12, no. 2, pp. 143–159, 2021.
[8] F. Sofo, Human Capital Competence: Tools, Analysis, and Cases. Cham: Springer, 2019.
[9] S. Sudarmanto, Human Resource Development Management. Yogyakarta: Graha Ilmu, 2019.
[10] R. Syauqi and R. Setyahadi, “The Influence of Leadership and Competence on the Performance of Ministry Employees,” J. Bureaucr. Public Policy, vol. 10, no. 1, pp. 45–60, 2021.
[11] G. Yukl, Leadership in Organizations, 9th ed. Boston: Pearson, 2020.
[12] M. Armstrong, Armstrong’s Handbook of Human Resource Management Practice, 15th ed. London: Kogan Page, 2020.
[13] R. Lussier and C. Achua, Leadership: Theory, Application, & Skill Development, 7th ed. Boston: Cengage Learning, 2019.
[14] J. Storey, Leadership in Organizations: Current Practices and Future Prospects. London: Routledge, 2016.
[15] J. A. Pearce and R. B. Robinson, Strategic Management: Planning for Domestic & Global Competition, 14th ed. New York: McGraw-Hill Education, 2017.
[16] D. Goleman, Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books, 2005.
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2025 International Journal of Economics and Management Research
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
