<![CDATA[Background: Notwithstanding the substantial volume of scholarly work addressing leadership and organizational change separately, empirical studies examining their concurrent influence on employee performance in Indonesian regional public agencies remain remarkably scarce, underscoring a critical knowledge gap that motivates the present inquiry. Objective: This study investigates how leadership and organizational structure change affect employee performance at BRIDA Kutai Kartanegara Regency, determines which variable exerts the stronger influence, and measures the extent of their collective explanatory power. Methods: The study adopted a quantitative explanatory design, gathering primary data through structured questionnaires administered to 75 BRIDA employees selected through simple random sampling. Data were analyzed using multiple linear regression, t tests, F tests, and the coefficient of determination (R²) through IBM SPSS Statistics version 24. Results: Organizational structure change demonstrated a significant and positive relationship with employee performance (β = 0.370, p < 0.001), whereas leadership did not produce a statistically significant partial effect (p = 0.675). When assessed jointly, both variables significantly predicted performance (F = 30.516, p < 0.001), accounting for 45.9% of the variance (R² = 0.459), with organizational structure change identified as the principal predictor. Conclusion: This study contributes to the public sector human resource management literature by confirming organizational structure change as a more proximate driver of performance than leadership in regional government agencies undergoing bureaucratic reform, with implications for BRIDA’s institutional policy.]]>
