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All Journal JURNAL KEPEMIMPINAN DAN PENGURUSAN SEKOLAH Jurnal Manajemen Pendidikan
Muhamad Kholil Ridwan
Universitas KH. Mukhtar Syafaat, Indonesia
Education

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MODEL HIBRID MANAJEMEN USAHA PENDIDIKAN INTEGRASI MODAL SPIRITUAL DAN KEBERLANJUTAN EKONOMI DALAM LEMBAGA PENDIDIKAN BERBASIS NILAI Muhamad Kholil Ridwan; Muhammad Sidiq Purnomo
Jurnal Manajemen Pendidikan Vol. 11 No. 3 (2026): Regular Issue (In Progress)
Publisher : STKIP Pesisir Selatan

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.34125/jmp.v11i3.2261

Abstract

Objective: This study aims to develop a hybrid educational business management model that integrates spiritual capital and economic sustainability within a coherent framework. The study addresses the polarization in educational management literature between efficiency-oriented economic approaches and value-oriented normative approaches. Methods: A qualitative library research design was employed through the review and analysis of reputable scientific publications published over the last 10–15 years. Data were collected using documentation techniques and analyzed through thematic analysis to identify patterns, categories, and conceptual gaps concerning spiritual capital and economic sustainability. Results: The findings reveal that spiritual capital functions as a strategic intangible asset that shapes organizational culture, influences managerial decision-making, strengthens stakeholder trust, and supports the long-term sustainability of educational institutions. The literature synthesis produced an integrative model based on the sequence value → culture → strategy → performance, demonstrating that spiritual and economic dimensions are mutually reinforcing rather than contradictory. Novelty: The study proposes a hybrid management model grounded in the Resource-Based View, positioning spiritual capital as a source of competitive advantage and sustainable organizational performance in educational institutions
HEGEMONI KEPEMIMPINAN DALAM KONSTRUKSI BUDAYA ORGANISASI: ANALISIS KRITIS TERHADAP RELASI KEKUASAAN INSTITUSIONAL Muhamad Kholil Ridwan; Siti Aimah
Jurnal Kepemimpinan dan Pengurusan Sekolah Vol. 11 No. 5 (2026): Regular Issue (In Progress)
Publisher : STKIP Pesisir Selatan

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.34125/jkps.v11i5.3148

Abstract

Objective: This study aims to analyze how leadership hegemony shapes organizational culture through power relations within an Islamic boarding school (pesantren), with particular attention to the mechanisms through which leadership authority is legitimized and reproduced. Methods: A qualitative case study was employed at Pondok Pesantren Al-Azhar Muncar, Banyuwangi. Data were collected through in-depth interviews, participant observation, and document analysis involving key organizational actors. Data were analyzed using an interpretive-critical approach to examine leadership practices, organizational communication, power relations, and the reproduction of institutional values. Results: The findings indicate that the hegemonic leadership of KH. Abdillah As’ad shapes organizational culture through institutional regulations, spiritual role modeling, symbolic authority, and intensive internalization of Islamic values. The articulation of religious charisma with formal organizational authority produces a culture of obedience (sami'na wa atha'na), organizational loyalty, and institutional legitimacy. These mechanisms enable leadership values to become embedded in everyday organizational practices and contribute to the continuity of institutional identity and value transmission. Novelty: This study extends organizational culture theory by demonstrating that leadership hegemony in pesantren operates through the integration of symbolic, spiritual, and structural power, positioning leadership not merely as a source of authority but as a mechanism for the continuous production, legitimization, and reproduction of organizational culture.
Co-Authors Muhammad Sidiq Purnomo Siti Aimah