<![CDATA[Purpose: This study explores how leaders at the National Unity and Politics Agency (Kesbangpol) of Majalengka Regency address employee performance barriers in a resource-constrained public-sector setting. Research Methodology: A descriptive qualitative case-study design was used. Data were generated through 12 semi-structured interview sessions with six purposively selected informants, passive observation, and document review. The data were coded, condensed, displayed in a thematic matrix, and interpreted using the interactive analysis model of Miles, Huberman, and Saldaña. Source triangulation compared accounts across leadership levels with relevant organizational documents. Results: Three interconnected barriers were identified: uneven digital competence, dual workloads arising from limited personnel, and declining motivation during budget rationalization. Leaders responded through adaptive task-direction and support, peer-learning pairs, short daily coordination briefings, and inclusive, family-oriented communication. Participants perceived these practices as reducing uncertainty, redistributing work, and supporting timely completion of reporting tasks. Limitations: The single-case design, reliance on participant accounts, and bounded observation period limit transferability and preclude causal claims about performance improvement. Contribution: The study develops a context-sensitive explanation of how situational and inclusive leadership practices can mobilize relational and learning resources when public organizations face simultaneous capability, workload, and motivational constraints.]]>
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