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All Journal Baileo: Jurnal Sosial Humaniora
Fajar Pasaribu
Universitas Muhammadiyah Sumatera Utara, Indonesia
Humanities Environmental Science Social Sciences

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Leadership Styles, Competency, and Employee Performance in Local Government: Evidence from a Sub-District Administration in Indonesia Elmiati Elmiati; Fajar Pasaribu
Baileo: Jurnal Sosial Humaniora Vol 3 No 3: May 2026
Publisher : Universitas Pattimura

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.30598/baileofisipvol3iss3pp807-828

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.
Platform Capitalism and Uneven Digital Transformation: Organizational Constraints in Social Media–Based Property Marketing in Indonesia Mohammad Mutohar; Fajar Pasaribu
Baileo: Jurnal Sosial Humaniora Vol 3 No 3: May 2026
Publisher : Universitas Pattimura

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.30598/baileofisipvol3iss3pp849-865

Abstract

This study examines platform capitalism and uneven digital transformation in social media–based property marketing in Indonesia, focusing on organizational constraints that shape marketing practices. While digital transformation is often framed as a linear path to efficiency and increased sales, this study argues that in the Global South it is inherently uneven, mediated by platform logics and internal organizational limitations. A qualitative descriptive approach was employed through in-depth interviews, observations, and document analysis involving key informants from a property company in North Sumatra. Data were analyzed using an interactive model supported by triangulation. The findings show that social media platforms function not only as promotional tools but also as market infrastructures mediating early interactions between firms and consumers. Visual content operates as symbolic capital shaping consumer perception and engagement. However, digital marketing effectiveness is constrained by limited human resources, inadequate content production, and the absence of an integrated Customer Relationship Management system, resulting in fragmented implementation. This indicates that digital transformation remains partial and uneven at the organizational level, reinforcing dependence on platform algorithms. This study contributes by reconceptualizing digital marketing as a platform-mediated social practice and identifying organizational constraints as a key locus of digital inequality. It recommends strengthening digital capacity, integrated systems, and community-based digital literacy to support inclusive and sustainable development.
Co-Authors Elmiati Elmiati Mohammad Mutohar