Analyzing Bureaucratic Leadership and Its Influence on Organizational Performance at the Regional Office of the National Land Agency of South Sulawesi Province

Abstract

This study aimed to determine how bureaucratic leadership was implemented and what obstacles were encountered in its application at the Regional Office of the National Land Agency of South Sulawesi Province. Grounded in the theoretical framework of bureaucratic leadership proposed by Max Weber—emphasizing hierarchy, standardization, and authority—this study examines the extent to which these principles are reflected in organizational practices. The theoretical lens also enables an analytical connection between leadership behavior and organizational performance. The research method used was descriptive research with a saturated sampling technique, in which the entire population of 70 individuals was taken as the sample. Data were collected through observation, interviews, and questionnaires. The data analysis used quantitative methods supported by qualitative analysis, and the data were processed using frequency distribution tables. Quantitatively, the findings show that only 32% of respondents perceived leadership communication as effective, while 41% reported low consistency in task supervision, indicating a significant deviation from bureaucratic leadership standards. The results of the study indicated that the implementation of bureaucratic leadership at the Regional Office of the National Land Agency of South Sulawesi Province was categorized as poor. Three main obstacles were identified: limited training and competency development, lack of the leader’s presence in the office, and insufficient transparency in decision-making. These findings highlight the need for structural leadership reforms to improve administrative performance and strengthen organizational accountability.