Agricultural Development Performance in South Buton Regency: An Assessment of the New Autonomous Region

The development of the agricultural sector in new autonomous regions (NAR) faces numerous challenges. These regions generally experience limited agricultural infrastructure, suboptimal human resources, and evolving institutional capacity. Such conditions contribute to low agricultural productivity and restricted technological innovation in the sector. Moreover, ineffective coordination between institutions and stakeholders further impedes the achievement of sustainable agricultural development targets. In this context, both civil servants—acting as extension workers, policymakers, and facilitators—and farmers as the primary actors in agricultural activities play strategic roles in advancing agricultural development. The performance of both groups is crucial in enhancing productivity and facilitating the adoption of technological innovations in the sector. Addressing these challenges requires an effective managerial approach, including the application of a leadership style that improves employee performance and empowers farmers. Servant leadership and a strong work culture are pivotal factors in achieving improved agricultural sector performance in new autonomous regions. This study aims to examine the role of servant leadership in influencing work culture and employee performance in NAR, with work culture functioning as a mediating variable. A quantitative approach employing explanatory research methods was utilized. The research sample comprised 342 civil servants from the South Buton Regency Government. Data were collected via questionnaires and analyzed using Structural Equation Modeling (SEM) with a significance level of 0.05. SEM analysis was chosen as the preferred analytical tool due to its effectiveness in addressing complex relationships involving multiple exogenous and endogenous variables. In the constructed conceptual model, the exogenous variable (servant leadership) also acts as an endogenous variable through its influence on work culture. The results indicated that servant leadership had a positive and significant effect on employee performance, with a p-value of 0.000 (<0.05). Furthermore, work culture also exhibited a positive and significant impact on employee performance. The indirect effect test confirmed that work culture served as a significant mediating variable in the relationship between servant leadership and employee performance. These findings highlight that the implementation of effective service-oriented leadership, coupled with the reinforcement of a positive work culture, can significantly enhance civil servant performance. This improvement contributes to strengthening agricultural extension services, mentoring, and technology transfer to farmers. Consequently, these efforts play a crucial role in supporting the achievement of sustainable agricultural development targets in new autonomous regions. This study provides valuable implications for policymakers in NAR, emphasizing the need to formulate strategies that promote service-oriented leadership, foster a productive work culture, and enhance collaboration between employees and farmers. These strategies are essential in improving agricultural sector performance and ensuring the successful realization of sustainable development goals in new autonomous regions. Keywords: Development, performance, agricultural sector, new autonomous region, human resource management, employees, farmers.