<![CDATA[The increasingly dynamic public administration environment in the Volatility, Uncertainty, Complexity, and Ambiguity (VUCA) era requires public organizations to adopt adaptive leadership in responding to rapid environmental changes and improving service quality. This study aims to analyze the role of adaptive leadership in improving public service quality in Makassar City by examining five key dimensions: perception skills, emotional regulation, flexibility and learning orientation, encouraging collaboration, and strategic consciousness. A qualitative research approach was employed using a descriptive case study design. Data were collected through in-depth interviews, direct observation, and document analysis involving government officials and other relevant stakeholders. The data were analyzed using the interactive model of data analysis, including data reduction, data display, and conclusion drawing, while data validity was ensured through source and technique triangulation. The findings indicate that adaptive leadership has contributed positively to improving public service quality by enhancing leaders' responsiveness to environmental changes, encouraging organizational learning, strengthening inter-organizational collaboration, and supporting strategic decision-making. Nevertheless, the implementation of adaptive leadership is still constrained by bureaucratic culture, uneven digital competencies, coordination challenges, and resistance to organizational change. The study concludes that strengthening adaptive leadership capacities is essential for creating innovative, responsive, and sustainable public services capable of addressing the challenges of the VUCA era. These findings provide practical implications for local governments in developing adaptive governance and improving public service performance.]]>
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