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All Journal Al Ishlah Jurnal Pendidikan MANAGERE : Indonesian Journal of Educational Management Akademika: Jurnal Manajemen Pendidikan Islam
Farid Setiawan
Universitas Ahmad Dahlan, Yogyakarta
Humanities Education Languange, Linguistic, Communication & Media Mathematics Social Sciences Other

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Strategi Kepala Sekolah pada Kepemimpinan Transformatif dalam Meningkatkan Akademik Siswa MAN 4 Kebumen Burhanudin Ata Gusman; Farid Setiawan; Hoerotunnisa; Istiani Nur Kasanah; Titaniar Jaga Pramudita
Akademika: Jurnal Manajemen Pendidikan Islam Vol. 3 No. 2 (2021): Akademika: Jurnal Manajemen Pendidikan Islam
Publisher : Program Studi Manajemen Pendidikan Islam Institut Agama Islam Sunan Kalijogo Malang

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Abstract

Kepala sekolah berpengaruh besar dalam permasalahan menurunya prestasi akademik, yang mana Kepemimpinan kepala sekolah yang trasnformasional dapat mengembangkan kemandirian dalam pelaksanaan pendidikan dengan proses penilaian yaitu nilai kejujuran, adil, mandiri, bekerja keras, melayani, peduli dan inovatif serta dapat merubah kondisi warga sekolah baik dari prestasi maupun budaya kebiasaan sekolah. Nilai-nilai tersebut digunakan untuk melandasi visi sekolah yang mengarah kepada keunggulan. Tujuan penelitian ini yakni mengetahui sejauhmana sudut pandang dan strategi kepala sekolah dalam menerapkan kepemimpinan transformative sebagai salahsatu peran dalam meningkatkan prestasi akademik siswa di MAN 4 Kebumen. Kepala sekolah mejadi salah satu peran yang sangat penting dalam menentukan dan meningkatkan prestasi akdemik siswa. Kepala sekolah menpunyai sudut pandang bahwa prestasi akademik siswa menjadi visi misi sekolah MAN 4 Kebumen.
LIMITED FACE-TO-FACE LEARNING MANAGEMENT DURING THE COVID-19 PANDEMIC Ainun Amaliya Paramita; Farid Setiawan; Retno Palupi; Rijal Khoirul Anam
MANAGERE : Indonesian Journal of Educational Management Vol 3, No 3 (2021): September-Desember
Publisher : Perkumpulan Manajer Pendidikan Islam (PERMAPENDIS) Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.52627/ijeam.v3i3.173

Abstract

This study aims to understand the management of learning in schools at SD Negeri Caturtunggal 3, Depok, Sleman, Yogyakarta Special Region, during the Limited Face-to-Face Learning (PTMT) was carried out during the Covid-19 pandemic. The method used in this research is qualitative. The results showed that the limited face-to-face learning carried out after the previous learning was done online, there were several obstacles that the students strongly dominated at the beginning of the learning implementation. Limited face-to-face learning has obstacles. Namely, many students are confused when invited to icebreaking. Students are still adjusting to the learning, and the reality of student understanding seen from the assessment during online learning and then implemented in a limited manner is very different. Although at the beginning of the implementation of limited face-to-face learning, there were still obstacles, SD Negeri Caturtunggal 3 was able to prepare and develop sound strategies to manage limited face-to-face learning to anticipate unwanted things.
Adaptive and Transformational Leadership During Crisis: A Case Study of a Junior High School in Yogyakarta Farid Setiawan; Nurwanto Nurwanto; Hanif Cahyo Adi Kistoro; Wajiran Wajiran
AL-ISHLAH: Jurnal Pendidikan Vol 17, No 4 (2025): DECEMBER 2025
Publisher : STAI Hubbulwathan Duri

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35445/alishlah.v17i4.7810

Abstract

The COVID-19 pandemic posed significant challenges for private schools in Indonesia, particularly in terms of financial stability, declining student enrollment, and weakened institutional management. This study investigates how adaptive and transformational leadership was implemented to manage crisis conditions at Muhammadiyah Junior High School 10 (SMP Muhdasa) in Yogyakarta, with a focus on the leadership practices of a newly appointed female principal. Using a qualitative descriptive approach, data were collected through field observations, in-depth interviews with the principal, and analysis of school documents between January and March 2024. The data were analyzed using Gadamerian hermeneutics to explore leadership strategies in a crisis context. Findings show that the principal employed adaptive and transformational leadership marked by participatory communication, strategic decision-making, and stakeholder engagement. Internally, the school’s resilience was supported by a strong organizational culture, inclusive team dynamics, and spiritual motivation. Externally, collaboration with Muhammadiyah networks, parents, and community stakeholders played a crucial role in supporting the school’s recovery and innovation efforts. The study highlights that effective crisis leadership is not only managerial but also deeply rooted in value-based, inclusive, and collaborative approaches. The principal's integration of spiritual values, philanthropic programs, and digital transformation fostered institutional resilience. This case provides a reference model for school leaders navigating educational crises through adaptive and transformational leadership.
Co-Authors Ainun Amaliya Paramita Burhanudin Ata Gusman Hoerotunnisa Istiani Nur Kasanah Kistoro, Hanif Cahyo Adi Nurwanto Nurwanto Retno Palupi Rijal Khoirul Anam Titaniar Jaga Pramudita Wajiran