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Implementation of Transformational Leadership of Madrasah Principals in State Tsanawiyah Madrasah (MTsN) 4 and State Tsanawiyah Madrasah (MTsN) 5 Tulungagung, East Java, Indonesia in Improving Performance Quality

Sehin Ahresi Zamawi, Akhyak, Teguh, Maftukhin, Sokip

Journal of Education, Society and Behavioural Science · pp. 17–29 · Published 16 Nov 2023

10.9734/jesbs/2023/v36i111275

Abstract

This study aims to revisit the pattern of transformational leadership in improving the quality of performance. This is generally motivated by the existence of decentralization in the world of education, where the madrasah head is given freedom to make decisions in the madrasah environment. Therefore, the leadership style of the madrasah head will affect the quality of all elements in the madrasah environment. This condition is in response to the number of educators who are indifferent to increasing their competence as educators, which affects the quality of their performance. Finally, there is a sense of discomfort in the process of subordinate performance. The main purpose of transformational leadership is presented in educational institutions to improve the quality of performance by implementing its major theories, namely, Idealized Influence, Inspirational Motivation, Intellectual stimulation, Individual Consideration. In order to provide an academic framework, this study uses a qualitative approach with the type of field research through primary sources conducted through observation, interviews, and documentation steps that are then carried out through data reduction, data display, and data verification. The findings in this study indicate the following: 1) the implementation of transformational leadership of madrasah principals in building subordinate trust, 2) implementation in building motivation to subordinates is carried out by madrasah principals by providing rewards and punishments to subordinates in an effort to provide appreciation, 3) implementation in building the innovation power of subordinates is carried out by the madrasah head by analyzing the performance of subordinates, building communication with subordinates, making clear job descriptions, and actualizing subordinate thoughts about their potential so that subordinates are able to improve their quality, 4) implementation in building the individual abilities of subordinates carried out by the madrasah head, namely by creating discussion space between subordinates, building subordinate thinking, and increasing workshops in madrasah.

Performance madrasah education transformative leadership

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