Self-Efficacy and Leadership Style Effects on Leadership Effectiveness Moderated by Ketadulakoan Values in Palu Government

Purpose: This study examines the influence of self-efficacy and leadership style on leadership effectiveness, moderated by Ketadulakoan values, within the regional government apparatus in Palu City, Indonesia. Methodology: A quantitative approach using SEM-PLS (WarpPLS 8.0) was employed with 155 respondents from regional government organizations (OPD) in Palu City, selected through proportional stratified random sampling. Data were collected using Likert-scale questionnaires. Results: Self-efficacy significantly influences leadership effectiveness (β = 0.36, p < 0.01), as does leadership style (β = 0.40, p < 0.01). Ketadulakoan values significantly moderate the self-efficacy–leadership effectiveness relationship (β = 0.38, p < 0.01), but do not significantly moderate the leadership style–leadership effectiveness relationship (β = 0.10, p = 0.097). The model explains 62.3% of the variance in leadership effectiveness (R² = 0.623). Conclusions: Self-efficacy and leadership style are key determinants of leadership effectiveness. Ketadulakoan values selectively strengthen the psychological dimension of leadership through self-efficacy but do not moderate situational leadership behaviors. Limitations: The single-city setting, self-reported data, and limited variation in cultural perceptions constrain generalizability and may influence moderation estimates. Contributions: Building on contemporary developments in culturally contextualized leadership, social cognitive theory, and contingency-based leadership frameworks, this study extends existing theories by demonstrating that indigenous cultural values condition the effectiveness of psychological leadership resources differently from situational leadership behaviors. These findings advance culturally responsive leadership theory and inform public sector leadership development.