The Adaptive Turn in Public HRM: Managing Generational Diversity for Productivity in Nias Regency

Abstract

Purpose: This study investigates adaptive leadership strategies for managing generational diversity (Generation X, Millennials, and Generation Z) within the context of local public bureaucracy, using a mixed-methods case study of the Department of Population and Civil Registration in Nias Regency. It examines how leadership practices respond to different values, communication styles, and work expectations across generations in public institutions. Research Methodology: A mixed-methods approach with an exploratory sequential design (QUAL, then QUAN) was employed. The qualitative phase used semi-structured interviews with three key informants (the department head and two division heads), while the quantitative phase administered a structured survey to 50 employees across generational cohorts. Qualitative data were analyzed using thematic analysis across ten leadership domains, and quantitative data were analyzed using descriptive, correlation, and regression analyses, with the two strands being integrated through triangulation. Results: The findings revealed that adaptive leadership, manifested through flexible decision-making, empathetic cross-generational communication, and competency-based empowerment, fostered an inclusive environment, enhanced work engagement, and reduced intergenerational conflict. Conclusions: Adaptive leadership transforms generational diversity into social capital, thereby enhancing organizational performance and cohesion in multigenerational public sector environments. Limitations: This study focused on a single case in Nias Regency, which may limit the generalizability of the findings to other local government agencies or regions. Contributions: This study provides insights for public sector management in Indonesia on leveraging flexible leadership models and adaptive skill training to bridge generational gaps and optimize organizational effectiveness.