<![CDATA[This qualitative embedded single-case study examines the integration of principal leadership, public relations (PR) strategies, and institutional crisis mitigation in strengthening Islamic Corporate Culture at SMK Muhammadiyah 2 Salam, located in Magelang Central Java, Indonesia. Data were collected via passive participant observation, documentary analysis, and semi-structured interviews with six key informants (N = 6) selected across four functional tiers: executive leadership (School Principal), operational administration (Vice Principal for PR and Vice Principal for Al-Islam and Kemuhammadiyahan), senior instructional staff, and student leadership (Ikatan Pelajar Muhammadiyah officers). Data rigor was maintained using NVivo 14 software and Lincoln and Guba’s trustworthiness criteria. The findings indicate that the principal operationalizes a hybrid leadership model synthesizing democratic decision-making, humanistic empathy, and spiritual role-modeling (uswah hasanah). PR management is driven by the ethical principle of Tabligh through dialogic engagement and digital branding, while crisis mitigation relies on proactive risk identification and values-aligned communication (Amanah). However, operational bottlenecks including decision making inertia, the absence of standardized SOP blueprints, and underutilized Business and Industry (DUDI) partnerships risk reducing Islamic culture to routine administrative rituals. To address these challenges, this study explicitly proposes an integrated tripartite managerial model that structurally aligns prophetic leadership practices, Tabligh-driven communication protocols, and Amanah-focused risk governance. This framework offers a practical blueprint to systematically transition Islamic organizational culture from superficial compliance into an all encompassing operational work ethic (Itqan) within vocational education management.]]>
