Inclusive Leadership and Organizational Resilience to Human Resources Performance in East Kotawaringin Regency
DOI:
https://doi.org/10.59141/jrssem.v6i1.1652Keywords:
Inclusive leadership, organizational resilience, human resource performance, local bureaucracy, post-pandemicAbstract
The COVID-19 pandemic forced regional bureaucracies in Indonesia, including East Kotawaringin Regency, to adapt through service digitalization, civil servant training, and flexible work arrangements. Empirical evidence indicates that civil servant productivity declined by 12% during the pandemic but recovered significantly after the strengthening of inclusive leadership and organizational resilience. This study aimed to analyze the effects of inclusive leadership and organizational resilience on human resource (HR) performance in East Kotawaringin Regency during the 2020–2025 period. This research employed a quantitative approach using SEM-PLS analysis on data from 350 civil servant respondents and demonstrated that inclusive leadership significantly affected HR performance, both directly and through the mediating role of organizational resilience. Qualitative findings further supported these results by highlighting the role of inclusive leadership in reducing resistance among senior civil servants and encouraging younger generations to participate in digital innovation. This study contributes theoretically through the Inclusive Leadership–Resilience Nexus model and provides policy recommendations for strengthening adaptive, inclusive, and service-oriented local bureaucracies.
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