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KEPEMIMPINAN KEPALA MADRASAH DALAM NENINGKATKAN MUTU MADRASAH DI MTS MUHAMMADIYAH KARANGKAJEN Mahardika, Hendra; Suyatno, Suyatno; Santosa, Achadi Budi
Jurnal Kepemimpinan dan Pengurusan Sekolah Vol. 11 No. 2 (2026): Regular Issue (In Progress)
Publisher : STKIP Pesisir Selatan

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.34125/jkps.v11i2.1856

Abstract

The quality of madrasah has a great impact on education in madrasas, that the quality of madrasah will have an impact on student learning outcomes, student competence, competence of madrasah teachers and education personnel, students' readiness to face the future, improving the quality of madrasah resources, learning environment, and learning community environment, and having an impact on a transformation of human resources for the welfare and competitiveness of the nation. This is a background for research and also a research objective, where researchers research on the leadership of school principals in improving quality in madrasas. The research method used by the researcher is descriptive qualitative research, with observational data collection, in-depth interviews and literature studies, and for data validation using source triangulation. All educational policies and practices are governed by a commitment to the vision and mission of the institution as the cornerstone of the strategy, and the focus on improving the learning process and teacher performance places teachers as the main partner in quality transformation. Data-driven program development, effective resource allocation, and participatory, evidence-based decision-making ensure that efforts to improve quality are not only outstanding but also practical and sustainable. This management ability is known as management ability. The foundation for quality improvement is complemented by the role of the school committee as a strategic partner, student achievement as a representation of the success of the system, and the availability of adequate facilities. Madrasah heads must not only have technical and visionary abilities, but they must also be able to build a culture of professionalism, control changes in relationships between stakeholders, and encourage continuous capacity building.
Co-Authors Akhmad Farizal Alfiatun Fitriani Ulfah Andriyani Andriyani Apri Retnaningsih Apri Winge Adindo Ari Wibowo Bahi, Calits Mumbahij Bambang Sudarsono Bela, Dinda Velita Budi Mulyadi Burhanudin Burhanudin Chika Nurcahyani Timur Cindy Fadzilla Dedy Setyawan Dhiya'elhaq, Muhammad Ghossan Nazhif Dwi Haikal Mubarroq dwi hartanto Dwi Rohmadi Dwi Sulisworo Eko Poerwanto Enung Hasanah Farizal, Akhmad Fathurohman Fathurohman Fathurohman Fathurohman, Fathurohman Fitnathul Khikmah Fitri Nur Mahmudah Fitriyah, Idatul Fitriyah, Idatul Hadi Sutopo Hasanah, Enung Hendra Mahardika, Hendra Hidayati, Dian HOTMAULINA SIHOTANG Ika Maryani Ilham Andika Putra Iriyani, Dania Rithma Danti Jannah, Mailatul Kristoforus Buku Kriswanto, Didi Kusumawati, Nungky Kusyudiyanto, Nugroho Maeswaty, Agnes Devita Mudrikah Mudrikah Muhammad Abdul Rahman Muhammad Muliya Al-amien Muhammad Mulya Al-Amien Muhammad Zuhaery Narsi, Narsi Nasaruddin, Datuk Muhammad Nurkholis Nurkholis Nurkholis Nurkholis Okimustava Okimustava Pradana, Arga Prihanarko, Arvenda Pujiati Suyata Purwanti, Juliastuti Putra, Ilham Andika Rafiq Mubarak Rafiq Mubarak Rafiq, Abdul Rahmannisa Juita Usmar Roni Elistanto Sandy Syapriyuda Sanjun, Cindy Joe sapanti, intan rawit Saryadi, Wahyu Septiyani Septiyani Septy Rahma Qoiriyah Shaafi, Nur Farha Siti Partini Suardiman Sri Tutur Martaningsih Sri Wahyuni Subaidi Subaidi Suhasti, Asih Sukirman Sukirman Sukirman Sukirman Sukirman Sukirman Sulistyowati, Rachma Supriyanto*, Bambang Suyata SUYATNO Suyatno Suyatno Suyatno Suyatno Syapriyuda, Sandy Trianik Widyaningrum Utami, Widya Uye, Emmanuel Etim Vira Nurohma Yalanyta Wahono, Edy Wening, Muslimah Hikmah Wening, Muslimah Hikmah Wiwin Wiwin, Wiwin Yan, Zheng Ying, Luo Zuhaery, Muhammad