Cultural Leadership's Role in Creating Competitive Advantages to Improve Company Performance (Case Study at Bank BJB Majalengka Branch)

Rully Ichsan Nugraha, Sri Murni Setyawati, Daryono Daryono


Business development in this fast-paced era requires companies to maintain a superior and competitive position at all times. The presence of technology, regulatory changes and increasing consumer demands have created a highly dynamic and challenging business environment. Banking organisations are no exception. In order to survive and flourish in an increasingly intricate market, banking organisations must be able to adapt and respond to the challenges at hand. This is crucial to differentiating themselves from their competitors. This study was carried out at one of Regional Office 3 branches of Bank BJB, specifically the Majalengka branch, utilizing a qualitative case study methodology. The main objective of this research is to investigate the events at Bank BJB's Majalengka branch following the leadership transition, specifically analysing the methods employed by the new branch leader to create a performance-oriented culture which yielded a marked improvement in company performance. Additionally, this study aims to explore how this exemplary culture and improved performance were maintained and sustained for two consecutive years in order to achieve the status of best in the region. The leader's application of cultural leadership has been crucial in establishing a favourable work culture and encouraging mutual cooperation with beneficence as the fundamental motivator. This distinctive value proposition has been instrumental in the success of Bank BJB Majalengka branch, distinguishing it from other branches in Regional Office 3 and enabled them to secure the top position in Regional Office 3 for two consecutive years. Keywords: Cultural Leadership, Competitive Advantage, Performance.

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