Transformational Leadership of a Madrasah Aliyah Headmaster (Case study on Madrasah Aliyah Negeri2 Tulungagung)

Soim, Bambang Budi Wiyono, Ali Imron and Imron Arifin
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Soim: State University of Malang, East Java, Indonesia

Journal of Social Sciences (COES&RJ-JSS), 2017, vol. 6, issue 3, 643-655

Abstract: This research is on the transformational leadership that was able to make change and make followers of said leadership become more sensitive to work results and values, activating in a higher level, and making followers disregard individual interests for the collective interests of the organization. The purpose of this research is to describe and find substantive theories about the headmaster in designing the vision and missions of the madrasah as well as the development of achieving the goals of the madrasah in Madrasah Aliyah Negeri (MAN) 2 Tulungagung.The method of this study that is used is by using a qualitative approach with a single case wherein it discusses about the transformational leadership of the headmaster and the design of this study is as a case study focused on specific selected cases. The results of this study was that the headmaster was able to realize the vision and missions and the objective of the madrasah in a positive fashion, among them (1) The headmaster of the madrasah had shown remarkable ability in understanding the vision and the missions of the madrasah (2) The vision of MAN 2 Tulungagung that includes efforts to improve the quality of education (3) Realistic and rational vision in the madrasah which he led (4) The achievement of the vision became the duty of all of the components present in the madrasah (5) Designing the collective plan and objectives of the madrasah (6) Studying and improving the school’s strategic programs (7) Building good teamwork, and (8) Evaluation being designed based on designed plans.

Keywords: leadership; transformational; madrasah headmaster (search for similar items in EconPapers)
Date: 2017
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Persistent link: https://EconPapers.repec.org/RePEc:jso:coejss:v:6:y:2017:i:3:p:643-655

DOI: 10.25255/jss.2017.6.3.643.655

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