Collaborative Leadership of Village Heads in Improving Public Services: A Case Study of Banjar Village, Panggul District
DOI:
https://doi.org/10.68211/sogpa.v1i2.21Keywords:
Collaborative Leadership, Village Head, Public Services, Village GovernanceAbstract
Village governments are the front line of public service delivery in Indonesia, yet service quality depends heavily on how village heads lead, coordinate, and share responsibility with village officials and local stakeholders. Preliminary observation in Banjar Village, Panggul District, Trenggalek Regency, indicated weak cooperation, limited communication, and low supervision of work discipline between the village head and village officials. This study analyzes how collaborative leadership by the Banjar village head is implemented to improve public services. A qualitative descriptive design was used, drawing on in-depth interviews, observation, and document analysis, analyzed through data reduction, data display, and conclusion drawing. The findings show that collaboration among the village head, village officials, community members, and local institutions improved the quality of public services and strengthened the work discipline of village officials. Three factors supported this outcome: the village head's communication skills, active community participation, and support from related parties. Two constraints also emerged: limited resources and resistance to change, which were linked to excessive personal ego and low self-confidence among actors. The study contributes village-level empirical evidence connecting collaborative leadership to service delivery in a remote hilly setting that remains little examined. It concludes that collaborative leadership strengthens village public services when supported by adequate resources and a shared willingness to change, implying that capacity building for village heads should emphasize influence-based leadership, trust building, and power sharing.
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