Adopsi Kepemimpinan Agile Pada Badan Kepegawaian dan Pengembangan Sumber Daya Manusia Kabupaten Barito Selatan

JAHRUDIN, Hakimul Ikhwan, S.Sos.,M.A.,Ph.D.; Dr. Novi Widyaningrum, S.IP.,M.A.

2026 | Tesis | S2 Mag.Studi Kebijakan

Penelitian ini bertujuan untuk mengkaji secara mendalam proses adopsi kepemimpinan agile serta mengidentifikasi faktor pendukung dan penghambatnya di Badan Kepegawaian dan Pengembangan Sumber Daya Manusia (BKPSDM) Kabupaten Barito Selatan. Latar belakang penelitian ini didasari oleh adanya kesenjangan antara tuntutan teoretis kepemimpinan agile yang menekankan inisiatif, adaptabilitas dan pengambilan keputusan berbasis data, dengan realitas praktik kepemimpinan di lingkungan birokrasi yang masih menunjukkan karakteristik pasif dan hierarkis. Penelitian ini menggunakan pendekatan kualitatif deskriptif dengan teknik pengumpulan data melalui wawancara mendalam semi terstruktur terhadap informan yang dipilih secara purposive sampling. Analisis data dilakukan dengan model interaktif yang meliputi reduksi data, penyajian data, serta penarikan dan verifikasi kesimpulan, dengan menggunakan kerangka teori difusi inovasi Rogers (2003) dan perspektif kepemimpinan agile dari Joiner dan Josephs (2007). Hasil penelitian menunjukkan bahwa proses adopsi kepemimpinan agile di Badan Kepegawaian dan Pengembangan Sumber Daya Manusia Kabupaten Barito Selatan telah melalui empat tahap awal difusi inovasi yaitu knowledge, persuasion, decision dan implementation, namun belum mencapai tahap confirmation secara mapan. Faktor pendukung adopsi meliputi budaya organisasi yang adaptif, kolaborasi dan kerja sama tim, komunikasi terbuka, serta kompetensi pemimpin, sementara faktor penghambatnya meliputi resistensi terhadap perubahan, budaya birokrasi yang kaku dan distorsi komunikasi. Temuan penting lainnya mengungkap perlunya integrasi dimensi kepemimpinan humanis, yaitu pengayoman dan perlindungan psikologis terhadap pegawai sebagai elemen pelengkap agilitas struktural agar nilai-nilai kepemimpinan agile dapat diinternalisasi secara berkelanjutan. Penelitian ini merekomendasikan pengembangan sistem manajemen transisi kepemimpinan yang terintegrasi nilai agile serta penguatan dimensi humanis dalam praktik kepemimpinan di sektor publik.

This study aims to comprehensively examine the process of agile leadership adoption, as well as to identify its supporting and inhibiting factors, at the Personnel and Human Resources Development Agency (BKPSDM) of Barito Selatan Regency. The background of this research is grounded in the gap between the theoretical demands of agile leadership, which emphasizes initiative, adaptability, and data-driven decision making, and the reality of leadership practices within the bureaucratic environment, which still exhibits passive and hierarchical characteristics. This study employs a qualitative descriptive approach, with data collected through semi-structured in-depth interviews with informants selected through purposive sampling. Data analysis was conducted using an interactive model comprising data reduction, data display, and conclusion drawing/verification, guided by Rogers' (2003) diffusion of innovation framework and the agile leadership perspective of Joiner and Josephs (2007). The findings reveal that the process of agile leadership adoption at BKPSDM Barito Selatan Regency has progressed through the first four stages of the innovation-decision process, namely knowledge, persuasion, decision, and implementation, but has not yet reached a firmly established confirmation stage. Supporting factors for adoption include an adaptive organizational culture, team collaboration, open communication, and leadership competence, while inhibiting factors include resistance to change, rigid bureaucratic culture, and communication distortion. Another significant finding highlights the need to integrate a humanistic leadership dimension, characterized by protection and psychological safety for employees, as a complementary element to structural agility in order for agile leadership values to be internalized sustainably. This study recommends the development of a leadership transition management system that integrates agile values, along with the strengthening of the humanistic dimension in leadership practices within the public sector.

Kata Kunci : agile leadership, diffusion of innovation, public bureaucracy, human resource management; organizational adaptation.