<![CDATA[This study aimed to examine the relationship between servant leadership and employee performance based on Greenleaf’s servant leadership theory. Although previous research has indicated that servant leadership is associated with improved employee performance through support, empowerment, and service orientation, empirical evidence from public-sector organizations, particularly newly autonomous regional governments, remains limited. A quantitative, non-experimental, cross-sectional design was employed. Participants were 150 employees from 18 regional government agencies within the Southwest Papua Provincial Government. Data were collected using five-point Likert scales measuring servant leadership and employee performance and were analyzed using simple linear regression with IBM SPSS Statistics version 25. The results indicated that servant leadership was positively and significantly associated with employee performance (β = 0.659, t = 7.015, p < 0.001). The regression model was also statistically significant, F(1, 148) = 49.211, with a correlation coefficient of R = 0.500 and a coefficient of determination of R² = 0.250. Thus, servant leadership accounted for 25% of the variance in employee performance. These findings extend empirical evidence on the relevance of servant leadership in organizational psychology and the public sector, particularly within newly autonomous regional governments undergoing institutional strengthening and work-system adaptation. Practically, the findings highlight the importance of strengthening service-oriented leadership that emphasizes employee empowerment, support, and development to foster bureaucratic performance.]]>
