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Journal

Strategy and Role of Public Sector Leadership in Managing Local Government Collaboration

Publica: Jurnal Pemikiran Administrasi Negara · Vol. 15 No. 2 (2023) · pp. 282–295

DOI
10.15575/jpan.v15i2.23968
ISSN
2715-9256, 2085-6555
Published
2023-07-21
Publisher
Department of Public Administration
Language
eng

Abstract

Local government organizations experience various obstacles and limitations in implementing the main objective of the decentralization policy, namely administrative decentralization. This goal is essentially the leader of local government organizations carrying out a mission to provide excellent service to the community. Literature studies from various research results from public administration experts reveal that government collaboration is a modern government strategy today to answer and at the same time become a solution to various problems of administering government, especially for local governments. This paper was prepared using the “literature review” method which focuses on revealing how the leadership of regional heads successfully manages government collaboration and how the strategies and leadership roles of public sector organizations in local government manage government collaboration that have an impact on improving service performance to the community. The results of the study recommend that local government leadership requires a transformative leadership strategy, internal and external multi-stakeholder program innovation strategies to carry out positive change agendas. In addition, more specifically, the leaders of government organizations can apply the strategy of “knowledge sharing, designing innovation solutions, Forging consequent change”, and leadership roles as integrators, facilitators, participatory and adaptive.

Keywords

Collaboration network of the authors

40 authors · 73 co-authorship links · 3 across different organisations · showing the 40 most connected

Hover or tap a name to highlight its co-authors. Double-click to open the author's page.

  • Institut Agama Islam Negeri Kendari
  • State University of Semarang
  • Universitas Sembilanbelas November Kolaka
  • Affiliation unknown
  • Different organisations
  • Same organisation
  • Affiliation unknown
  • Thicker line = more joint articles · bigger circle = more articles
Show as table
Co-authorOrganisationJoint articles
Abdul HalimInstitut Agama Islam Negeri Kendari1
Dewi AtikahInstitut Agama Islam Negeri Kendari1
Sucitra Juliana EmsilInstitut Agama Islam Negeri Kendari1
Waode NurcahyanaAffiliation unknown1
Anggriani FusvitaAffiliation unknown1
irin aprilin janharAffiliation unknown1
Firdayanti FirdayantiAffiliation unknown1
Sernita SernitaAffiliation unknown1
Angriani FusvitaAffiliation unknown1
Bobi AnggriawanAffiliation unknown1
Nur Hasanah SafeiInstitut Agama Islam Negeri Kendari1
Jihan Fatikah RaihanaAffiliation unknown1
Shinta Aprilia Lucki Hidayati MunariAffiliation unknown1
Agung ListiadiAffiliation unknown1
Reza Ayu PalupiAffiliation unknown1
Palupiningdyah PalupiningdyahAffiliation unknown1
Zaenuri ZaenuriState University of Semarang1
Scolastika MarianiState University of Semarang1
Suharyo SuharyoAffiliation unknown1
Mohammad ZulkarnainAffiliation unknown1
Rostika FloraAffiliation unknown1
Ega GradiniAffiliation unknown1
Yuant TiandhoAffiliation unknown1
Meri HamdiniAffiliation unknown1
Diana Novita SariAffiliation unknown1
Siti FatimahAffiliation unknown1
Kompri KompriAffiliation unknown1
Wulan Anna PertiwiAffiliation unknown1
Tri Kurniati SAffiliation unknown1
Tria Rahma IsnainiAffiliation unknown1
Yunila SukmaAffiliation unknown1
Ignatius Soni KurniawanAffiliation unknown1
Mohammad Ahyar Syafwan IsyanderAffiliation unknown1
M. IkhsanUniversitas Sembilanbelas November Kolaka1
Safitri SafitriAffiliation unknown1
Anwar AnwarAffiliation unknown1
Muhammad Zaki MubarakAffiliation unknown1
Fathia UtamiAffiliation unknown1

Affiliations come from OpenAlex; journal OAI-PMH metadata carries none. Authors without an OpenAlex ID are matched by name, which can merge or split people.

Metadata source: OAI-PMH (metadata jurnal) https://journal.uinsgd.ac.id/index.php/publica/oai, first harvested 7 Nov 2026, last seen 8 Nov 2026.
Original metadata (oai_dc) 
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	<dc:title xml:lang="en-US">Strategy and Role of Public Sector Leadership in Managing Local Government Collaboration</dc:title>
	<dc:creator>Alkadafi, Muammar Amar</dc:creator>
	<dc:creator>Susanti, Susanti</dc:creator>
	<dc:subject xml:lang="en-US">Leadership</dc:subject>
	<dc:subject xml:lang="en-US">Public Sector</dc:subject>
	<dc:subject xml:lang="en-US">Collaboration</dc:subject>
	<dc:subject xml:lang="en-US">Local Government</dc:subject>
	<dc:description xml:lang="en-US">Local government organizations experience various obstacles and limitations in implementing the main objective of the decentralization policy, namely administrative decentralization. This goal is essentially the leader of local government organizations carrying out a mission to provide excellent service to the community. Literature studies from various research results from public administration experts reveal that government collaboration is a modern government strategy today to answer and at the same time become a solution to various problems of administering government, especially for local governments. This paper was prepared using the “literature review” method which focuses on revealing how the leadership of regional heads successfully manages government collaboration and how the strategies and leadership roles of public sector organizations in local government manage government collaboration that have an impact on improving service performance to the community. The results of the study recommend that local government leadership requires a transformative leadership strategy, internal and external multi-stakeholder program innovation strategies to carry out positive change agendas. In addition, more specifically, the leaders of government organizations can apply the strategy of “knowledge sharing, designing innovation solutions, Forging consequent change”, and leadership roles as integrators, facilitators, participatory and adaptive.</dc:description>
	<dc:publisher xml:lang="en-US">Department of Public Administration</dc:publisher>
	<dc:date>2023-07-21</dc:date>
	<dc:type>info:eu-repo/semantics/article</dc:type>
	<dc:type>info:eu-repo/semantics/publishedVersion</dc:type>
	<dc:type xml:lang="en-US">Peer-reviewed Article</dc:type>
	<dc:format>application/pdf</dc:format>
	<dc:identifier>https://journal.uinsgd.ac.id/index.php/publica/article/view/23968</dc:identifier>
	<dc:identifier>10.15575/jpan.v15i2.23968</dc:identifier>
	<dc:source xml:lang="en-US">Publica: Jurnal Pemikiran Administrasi Negara; Vol. 15 No. 2 (2023): Pemikiran Administrasi Negara 6; 282-295</dc:source>
	<dc:source>2715-9256</dc:source>
	<dc:source>2085-6555</dc:source>
	<dc:source>10.15575/jpan.v15i2</dc:source>
	<dc:language>eng</dc:language>
	<dc:relation>https://journal.uinsgd.ac.id/index.php/publica/article/view/23968/pdf</dc:relation>
	<dc:rights xml:lang="en-US">Copyright (c) 2023 Muammar amar alkadafi, SUSANTI SUSANTI SUSANTI</dc:rights>
</oai_dc:dc>