Adaptive Facilitative Leadership In Collaborative Governance Case Study of Stunting Management: The “Lanting Siaga” Program in South Barito Regency, Indonesia
DOI:
10.46729/ijstm.v7i4.1437Published:
2026-08-03Downloads
Abstract
This study aims to analyze the role of leadership in Collaborative Governance, focusing on the concept of adaptive facilitative leadership in stunting reduction efforts in South Barito Regency, Indonesia. Theoretically, facilitative leadership is generally characterized as neutral, inclusive, and consensus-oriented. However, empirical evidence from developing regions, particularly those facing resource constraints and complex stakeholder environments, remains limited. This study employs a qualitative approach using a case study design. Data were collected through in-depth interviews, document analysis, and observations involving government officials, private-sector actors, and community representatives. The findings reveal that leadership in practice is not entirely neutral. During the initial stage, the local government played a dominant role in initiating and directing collaboration. As the collaborative process evolved, leadership became more adaptive, relational, and context-sensitive, while still maintaining strategic functions to ensure implementation effectiveness. This study introduces the concept of adaptive facilitative leadership, defined as a leadership approach that effectively manages power asymmetries, aligns the interests of diverse stakeholders, and responds flexibly to dynamic local conditions. These findings contribute to the Collaborative Governance literature by expanding the understanding that leadership in practice is dynamic, adaptive, and context-dependent, and does not always conform to idealized normative models, particularly in regions with limited institutional and resource capacities.
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