Implementation of Leadership Development through Peer Mentoring in Public Organizations Facing Government Policy Changes

Haznil Zainal

doi:10.55927/fjst.v4i10.267

Authors

Haznil Zainal Universitas Persada Bunda

DOI:

https://doi.org/10.55927/fjst.v4i10.267

Keywords:

Implementation, Leadership Development, Peer Mentoring, Public Organizations, Government Policy Changes

Abstract

This study examines the implementation of leadership development through peer mentoring in public organizations facing dynamic policy changes. Using a qualitative case study approach at the Riau Province Human Resources Development Agency (BPSDM), data were collected through interviews, observations, and document analysis with 12 key informants. The findings reveal that peer mentoring effectively enhances adaptive leadership skills, strengthens collaboration, and accelerates policy internalization. It also fosters a culture of peer learning, network building, and managerial innovation. The study concludes that peer mentoring serves as a practical and theoretical model for developing adaptive leadership and improving human resource management quality in the public sector amid policy transitions.

References

Abbott, J., & Weiss, M. (2023). Organizational support and mentoring engagement: Lessons for public institutions. Public Personnel Management, 52(4), 612–629.

Baxter, P., & Jack, S. (2020). Qualitative case study methodology: Study design and implementation for novice researchers. The Qualitative Report, 13(4), 544–559.

Bennett, N., & Lemoine, J. (2022). What VUCA really means for you. Harvard Business Review, 100(2), 27–31.

Braun, V., & Clarke, V. (2021). One size fits all? What counts as quality practice in (reflexive) thematic analysis? Qualitative Research in Psychology, 18(3), 328–352.

Crosby, B. C., & Bryson, J. M. (2023). Strategic public leadership: Adaptive approaches for turbulent times. Public Administration Review, 83(1), 12–26.

Eby, L. T., Allen, T. D., Evans, S. C., Ng, T., & DuBois, D. L. (2021). Does mentoring matter? A multidisciplinary meta-analysis comparing mentored and non-mentored individuals. Journal of Vocational Behavior, 125, 103491.

Garcia, M., Parker, K., & Walker, D. (2022). Peer mentoring in public service organizations: Enhancing engagement and adaptation. Human Resource Development Quarterly, 33(1), 45–68.

Guest, G., Namey, E., & Chen, M. (2020). A simple method to assess and report thematic saturation in qualitative research. PLOS ONE, 15(7), e0232076.

Heifetz, R., Grashow, A., & Linsky, M. (2022). Adaptive leadership: Tools and tactics for changing your organization and the world. Harvard Business Press.

Higgs, M., & Kuipers, B. (2022). Adaptive leadership in public organizations: Leading change and transformation. Leadership & Organization Development Journal, 43(6), 945–959.

Jackson, S. E., Schuler, R. S., & Jiang, K. (2022). Managing human resources for organizational effectiveness. Human Resource Management, 61(4), 521–534.

Jang, H., & Kandampully, J. (2023). Adaptive leadership and public service innovation: A systematic review. International Journal of Public Sector Management, 36(3), 345–365.

Kim, S., & McCleskey, J. A. (2023). Leadership development for the public sector in the digital era. Public Personnel Management, 52(3), 289–306.

Lee, S., Choi, Y., & Lee, J. (2023). Barriers to policy implementation in the public sector: Evidence from administrative reform. International Review of Administrative Sciences, 89(2), 324–340.

Meyers, M. K., & Vorsanger, S. (2023). Policy implementation and street-level bureaucrats: Theories and perspectives revisited. Journal of Public Policy, 43(1), 85–106.

Ministry of PANRB. (2024). Reformasi birokrasi dan implementasi sistem merit di Indonesia. Kementerian Pendayagunaan Aparatur Negara dan Reformasi Birokrasi.

Morse, J. M. (2020). The significance of saturation. Qualitative Health Research, 30(5), 734–745.

Nowell, L. S., Norris, J. M., White, D. E., & Moules, N. J. (2020). Thematic analysis: Striving to meet the trustworthiness criteria. International Journal of Qualitative Methods, 19, 1–13.

Parker, S. K., & Kish‐Gephart, J. J. (2021). Leadership development programs in the public sector: New directions and challenges. Public Administration Review, 81(4), 545–558.

Pololi, L. H., Evans, A., Civian, J. T., & Brennan, R. T. (2025). Peer mentoring for leadership development: Evidence from public and nonprofit organizations. Leadership & Organization Development Journal, 46(2), 210–229.

Rodríguez-Prieto, A., & Fernández-Aráoz, C. (2021). Adaptive leadership and organizational resilience: Evidence from the public sector. International Journal of Public Leadership, 17(3), 324–339.

Stevenson, J., & Greenhalgh, T. (2024). Culture, hierarchy, and the challenges of implementing peer mentoring in bureaucracy. Public Management Review, 26(5), 743–761.

Stewart, J., & Webster, J. (2023). Enhancing leadership capabilities through peer mentoring: Evidence from public sector organizations. Journal of Leadership & Organizational Studies, 30(2), 155–170.

Sugiyanto, A. (2024). Peer mentoring as a leadership development strategy in regional government institutions. Jurnal Kebijakan Publik, 12(1), 45–59.

Taylor, L., Morgan, J., & Childs, H. (2024). Peer mentoring and policy internalization: Insights from the public sector. Public Administration, 102(1), 98–115.

Utami, N., Prasetyo, R., & Sari, D. (2024). Peer mentoring and adaptive capability in public organizations: A cross-sectoral study. International Journal of Human Resource Development, 29(1), 74–89.

Weick, K. E., & Sutcliffe, K. M. (2020). Managing the unexpected: Resilient performance in an age of uncertainty (3rd ed.). Wiley.

Wibowo, A., Almahendra, R., & Mayasari, D. (2023). Mentoring-based leadership development and emotional intelligence: Evidence from public sector organizations. Asia Pacific Journal of Public Administration, 45(2), 178–196.

Yin, R. K. (2021). Case study research and applications: Design and methods (6th ed.). Sage.

Zhou, Q., Zhang, X., & Chen, J. (2021). Leadership training and organizational adaptation: A comparative analysis of public and private sectors. Public Management Review, 23(9), 1283–1302.*