Charles Rukka (1), Rabina Yunus (2), Irwan Ade Saputra (3)
This study systematically synthesizes empirical literature on the interplay between leadership, work culture, and change management in transforming the behavior of State Civil Apparatus (ASN) within Indonesian bureaucratic reform. Using a Systematic Literature Review (SLR) based on the PRISMA 2020 protocol, 23 peer-reviewed articles were analyzed, comprising 20 Sinta-indexed and 3 Scopus-indexed articles. Kurt Lewin’s (1947) three-stage change model—unfreezing, changing, and refreezing—was used as the analytical framework. The findings indicate that strategic and transformational leadership play important roles in shaping ASN behavior, with potential complementarity across strategic and operational levels. Organizational Citizenship Behavior (OCB) also emerges as a key mediator linking organizational support and employee performance. Cultural barriers, including paternalism, status orientation, and pakewuh culture, are addressed through digital adaptation, competency-based training, and merit-based incentives. The reviewed studies are geographically concentrated in Western Indonesia, particularly Java, highlighting limited representation of Eastern Indonesia.
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