Analysis of the Transformational Leadership Style of School Principals on the Effectiveness of Teachers' Social Interactions

Abstract

This study analyses the influence of the principal's transformational leadership style on the effectiveness of teachers' social interactions at SMP Negeri 2 Bontomarannu, Gowa Regency. Using a qualitative case study approach, data were collected through interviews, observations, and documentation, and analysed using the interactive model of Miles, Huberman & Saldaña. The results show that the implementation of transformational leadership is not yet optimal, as indicated by the principal's weak inspirational motivation, individual attention, and intellectual stimulation. As a result, teachers' social interactions in terms of communication, collaboration, and conflict resolution are still ineffective. Factors supporting the implementation of this leadership style include a collaborative school culture and the social competence of the principal, while the obstacles are resistance to change, power imbalances, and a lack of role models. The study emphasises the need to strengthen inclusive transformational leadership to improve social relations among teachers in a sustainable manner.