Examining the Effects of Transformational Leadership, Competence, and Organizational Culture on Civil Servants’ Performance

Abstract

Purpose: This study examines how transformational leadership, employee competence, organizational culture, and the internalization of Tri Hita Karana values influence civil servants’ performance within the General Affairs Bureau of Bali Provincial Secretariat. Research Methodology: A qualitative descriptive approach explored leadership practices, competency development, organizational culture, and performance. Data were collected through semi-structured interviews with seven purposively selected informants from managerial and operational levels, supported by observations and LKJIP document analysis from 2023–2025. Data were analyzed using Miles and Huberman’s model and validated through triangulation and member checking. Results: Transformational leadership improves employee performance through idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Employee competence enhances organizational effectiveness, despite a digital competency gap between senior and junior employees. Balinese values, such as gotong royong, menyama braya, and Tri Hita Karana, strengthen collaboration, commitment, and cohesion. Key challenges include digital adaptation, limited technical resources, and inadequate performance evaluation of qualitative outcomes. Conclusions: This study proposes the Tri Hita Karana Synergy Model as a contextual framework for strengthening civil servant performance through the integration of leadership, competence, organizational culture, and local wisdom values. Limitations: The findings are based on a single public-sector institution and, therefore, reflect a context-specific perspective. Contributions: This study contributes to the public administration literature by demonstrating how local wisdom can reinforce organizational performance in public sector governance.