VILLAGE LEADERSHIP TRANSFORMATION THROUGH ORGANIZATIONAL CULTURE: EVIDENCE FROM BOGOR, INDONESIA

Authors

  • Muhamad Azis Firdaus Universitas Ibn Khaldun Bogor https://orcid.org/0000-0001-6998-8852
  • Angga Prasetia Universitas Ibn Khaldun Bogor
  • Diah Yudhawati Universitas Ibn Khaldun Bogor
  • Hannisa Rahmaniar Hasnin Universitas Ibn Khaldun Bogor

DOI:

https://doi.org/10.18623/rvd.v23.n1.4214

Keywords:

Organizational Culture, Culture Assesment Instrumen, Village Leader, Culture Type

Abstract

This study aims to examine the model of organizational culture in village governments in Bogor Regency, Indonesia, using the Organizational Culture Assessment Instrument (OCAI). The instrument was adapted into Indonesian to facilitate respondents’ comprehension and completion. Each indicator was scored using a fixed scale of 100 points. Respondents were selected through purposive sampling, consisting of administrators or members of organizations directly involved in village governance who were considered representative of the wider community. The study was conducted in four villages—Bantarsari, Kemang, Jonggol, and Cariu. The findings reveal that the prevailing organizational culture in village governments tends toward Clan and Adhocracy orientations. This reflects the expectation that village leaders will transform their organizational culture toward a more familial, participatory, and innovative atmosphere while reducing the dominance of Hierarchy and Market orientations. The results imply that village leaders should foster a work environment characterized by trust, collaboration, flexibility, and internal cohesion to support effective local governance and sustainable community development.

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Published

2026-01-02

How to Cite

Firdaus, M. A., Prasetia, A., Yudhawati, D., & Hasnin, H. R. (2026). VILLAGE LEADERSHIP TRANSFORMATION THROUGH ORGANIZATIONAL CULTURE: EVIDENCE FROM BOGOR, INDONESIA. Veredas Do Direito, 23(1), e234214. https://doi.org/10.18623/rvd.v23.n1.4214

Issue

Vol. 23 No. 1 (2026): Veredas do Direito, v. 23, n. 1 2026

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