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All Journal Tadarus: Jurnal Pendidikan Islam PARAMUROBI Nazhruna: Jurnal Pendidikan Islam International Journal of Supply Chain Management AL-TANZIM : JURNAL MANAJEMEN PENDIDIKAN ISLAM Al-Ta'lim Al-Idaroh : Jurnal Studi Manajemen Pendidikan Islam Dirasah : Jurnal Studi Ilmu dan Manajemen Pendidikan Islam International Journal Of Science, Technology & Management (IJSTM) International Journal of Educational Research and Social Sciences (IJERSC) Jurnal Administrasi Pendidikan Islam Fitrah: Journal of Islamic Education ACADEMIA: Jurnal Inovasi Riset Akademik Al-MIKRAJ: Jurnal studi Islam dan Humaniora Cendekia: Jurnal Kependidikan dan Kemasyarakatan Educational Journal of Islamic Management (EJIM) Jurnal Manajemen Pendidikan Islam Darussalam (JMPID) Jurnal Arjuna : Publikasi Ilmu Pendidikan, Bahasa dan Matematika Ihsanika : Jurnal Pendidikan Agama Islam AL-MAFAZI: JOURNAL OF ISLAMIC EDUCATION MANAGEMENT International Journal of Education, Language, Literature, Arts, Culture, and Social Humanities Nidhomiyyah: Jurnal Manajemen Pendidikan Islam Semantik : Jurnal Riset Ilmu Pendidikan, Bahasa dan Budaya Jurnal Pendidikan Islam Jurnal Nakula: Pusat Ilmu Pendidikan, Bahasa Dan Ilmu Sosial Jurnal Budi Pekerti Agama Islam Jurnal Manajemen, Pendidikan dan Pemikiran Islam The Elementary Journal Jurnal Ilmu Pendidikan dan Studi Keislaman Cognitive
Achmad Patoni
Universitas Islam Negeri Sayyid Ali Rahmatullah Tulunagung
Religion Aerospace Engineering Agriculture, Biological Sciences & Forestry Arts Humanities Automotive Engineering Biochemistry, Genetics & Molecular Biology Chemical Engineering, Chemistry & Bioengineering Chemistry Civil Engineering, Building, Construction & Architecture Computer Science & IT Control & Systems Engineering Decision Sciences, Operations Research & Management Earth & Planetary Sciences Economics, Econometrics & Finance Education Electrical & Electronics Engineering Energy Engineering Environmental Science Health Professions Industrial & Manufacturing Engineering Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Mathematics Mechanical Engineering Social Sciences Transportation Other

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Hakikat Kepemimpinan (Leadership) Yahya, Muhammad; Patoni, Achmad; Maunah, Binti
Educational Journal of Islamic Management Vol. 4 No. 1 (2024): Call for Paper: Volume 4 Nomor 1 Mei 2024
Publisher : Information Technology and Science (ITScience)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.47709/ejim.v4i1.4097

Abstract

Kepemimpinan masuk pada bagian fungsi manajemen sebagai penggerakan dalam organisasi. Penggerak atau actuating adalah fungsi manajemen yang komplek dan merupakan ruang lingkup yang cukup luas serta sangat berhubungan erat dengan sumber daya manusia yang pada akhirnya actuating merupakan pusat sekitar aktivitas – aktivitas manaajemen. Actuating sendiri bisa disebut dengan suatu usaha yang dilakukan untuk mencapai tujuan tertentu dengan berpedoman pada peran-peran dan pemanfaatan alat-alat, bagaimanapun canggihnya atau handalnya, baru dapat dilakukan jika karyawan ikut berperan aktif dalam melaksanakannya..Tidak semua orang terlahir dengan bakat pemimpin, namun pemimpin juga dapat dibentuk dengan pembinaan dan latihan. Membentuk pemimpin yang berjiwa kepemimpinan diperlukan sebuah proses, tidak ada yang secara instan menjadi pemimpin yang hebat, perlu pembelajaran dan pengalaman.Sedangkan dalam penelitian ini, menurut peneliti Kepemimpinan Ibu Nyai termasuk dalam teori Genetis dan Teori Situasi. Sedangkan untuk kriteria yang dijadikan tolok-ukur bagi seorang pimpinan pesantren diantaranya : Kepemimpinan merupakan salah satu topik paling populer yang banyak menarik perhatian orang untuk dibahas dan diteliti. Hal tersebut dapat dilihat dari banyak penelitian, diskusi serta pembahasan tentang kepemimpinan di setiap Negara yang dilakukan oleh para ahli, akademisi maupun praktisi industri/organisasi. Cara terbaik untuk memahami hakikat kepemimpinan yang begitu kompleks, dimana melibatkan pemimpin itu sendiri, para pengikutnya serta situasi, adalah dengan melihat cara kepemimpinan didefinisikan. Untuk mendefinisikan kepemimpinan, banyak penekanan pengertian yang berbeda-beda diberikan oleh para ahli tentang kepemimpinan, namun secara substansi terdapat kesamaan. Para peneliti mendefinisikan kepemimpinan berdasarkan perilaku, pengaruh, peran, karakteristik dari pemimpin itu sendiri.
Dimensions of Transformational Leadership in Improving the Competitiveness of Islamic Education Institutions Saifullah, Ach.; Maunah, Binti; Patoni, Achmad; Saputra, Prayogi Restia
Cendekia: Kependidikan dan Kemasyarakatan Vol 21 No 2 (2023)
Publisher : IAIN Ponorogo

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21154/cendekia.v21i2.6702

Abstract

This study aims to describe how the Head of Madrasah performs the dimensions of transformational leadership through the Quran learning program to improve competitiveness in Madrasah Ibtidaiyah (MI) Islamiyah Ngoro Jombang. This research used the field and case study qualitative methods. The research results show that this leadership dimension includes the following: (1) idealized influence: socializing the vision, mission, and goals of Quranic learning consistently; (2) inspirational motivation: inspiring and motivating the performance of educators to consistently maintain the quality of Quranic learning; (3) intellectual stimulation: understanding internal weaknesses and external threats from various perspectives to find solutions; and (4) individualized consideration: receiving suggestions, criticisms, and complaints about the Quranic learning process and having direct dialogue with educators and parents. Implementing transformational leadership in madrasah, especially in Quranic learning, can improve the competitiveness of educational institutions. These transformational leadership attitudes make a significant contribution to developing Islamic educational institutions and increasing their competitiveness.
Gaya Kepemimpinan Kepala Sekolah Perempuan dalam Meningkatkan Kinerja Guru Mustajib; Patoni , Achmad; Maunah , Binti
Dirasah : Jurnal Studi Ilmu dan Manajemen Pendidikan Islam Vol. 6 No. 2 (2023): DIRASAH
Publisher : Institut Agama Islam (IAI) Faqih Asy'ari Kediri

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58401/dirasah.v6i2.967

Abstract

This study aims to describe the leadership style of the principal in improving teacher performance at SD Islam NU Sekaran. The methodology of this study uses a qualitative discriptive approach, the informants are the principal and teachers. Data collection techniques for interviews, observation, and documentation. Test the validity of the trigulation technique data. The results of the study are basically indicators of 8 indicators that have been implemented and there are 2 indicators that have not been implemented, as for the indicators are: providing motivation, work skills, coaching, discipline, giving consultations, awarding, conducting class visits, showing attitudes, and exemplary behavior, building active, creative work, developing teacher production. As for teacher performance, it is quite good, because of the six indicators, there are four indicators carried out optimally. The indicators are: arranging lesson plans, managing learning activities, holding interpersonal relationships, conducting assessments, following up on assessment results, mastering academic studies. Thus, it can be concluded that the principal's leadership in improving teacher performance greatly contributes to the progress of learning quality so that it can encourage the quality of education where the performance of education personnel is the key to success in the world of education
Komponen Kepemimpinan Transformatif Di Lembaga Pendidikan Islam Aynun Nurul Ulufah; Achmad Patoni; Binti Maunah
Jurnal Arjuna : Publikasi Ilmu Pendidikan, Bahasa dan Matematika Vol. 2 No. 3 (2024): Juni : Jurnal Arjuna : Publikasi Ilmu Pendidikan, Bahasa dan Matematika
Publisher : Asosiasi Riset Ilmu Pendidikan Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61132/arjuna.v2i3.811

Abstract

Leadership of transformasional has a positive relationship with subordinate commitment. Transformational leaders are also able to inspire their subordinates to be committed to the vision and mission of the organization's goals, as well as creating strong emotional bonds between leaders and subordinates. This research is based on the context of Islamic educational institutions which require a transformative leader to be able to keep up with changes in line with the times. Through the library research research method, this research explores the components of transformative leadership in Islamic educational institutions. This research provides insight into the contribution of transformative leadership components in leading an Islamic educational institution that can bring change and give rise to innovation.
Hakikat Kepemimpinan Transformasional Qoyyimun Nafal; Binti Maunah; Achmad Patoni
IHSANIKA : Jurnal Pendidikan Agama Islam Vol. 2 No. 3 (2024): September : IHSANIKA : Jurnal Pendidikan Agama Islam
Publisher : STIKes Ibnu Sina Ajibarang

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59841/ihsanika.v2i3.1361

Abstract

This research aims to explore and understand the nature of transformational leadership. Transformational leadership focuses on efforts to inspire, motivate, and develop team members to achieve positive change in the organization. This type of leadership involves leaders who are able to direct a clear vision, create an environment that supports innovation, and pay attention to the needs of individuals to reach their maximum potential. The main characteristics of transformational leadership include four main components: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. This research uses a descriptive and analytical approach through a comprehensive literature review to collect, select and analyze relevant literature. It is hoped that the research results will provide in-depth insight into leadership theory and offer guidance for practitioners in increasing leadership effectiveness in their organizations.
Madrasah Principal Leadership In Teacher Empowerment : Multi Case Study At Min 9 And Min 14 Blitar Diyanus Abd Baqi; Akhyak Akhyak; Achmad Patoni
International Journal of Education, Language, Literature, Arts, Culture, and Social Humanities Vol. 1 No. 3 (2023): August : International Journal of Education, Language, Literature, Arts, Cultur
Publisher : FKIP, Universitas Palangka Raya

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.59024/ijellacush.v1i3.408

Abstract

This research is inspired by the statement that a good leader must always be able to motivate his subordinates in such a way that in carrying out their duties, teachers will have high work effectiveness and are expected to be able to produce satisfactory results, both for the madrasah and the teachers themselves. The research approach uses qualitative methods. The data collection techniques are participant observation, in-depth interviews and documentation. The research uses individual site and cross-site data analysis. The validity check of data is based on several criteria including: degree of trust, transferability, dependability and confirmability. The results of this research are: 1) The leadership of the madrasah headmaster in raising teachers’ awareness at MIN 9 and MIN 14 Blitar, is carried out by improving the performance of his personnel and by giving awards to subordinates. The head of the madrasah provides a role model and attention, supports welfare, sets a good example, and motivates subordinates. The head of the madrasah supports and appreciates the achievements of his subordinates. The madrasah principal also always tries to take a personal approach by building a good relationship. The setting of a calm and pleasant work atmosphere will increase teacher performance, apart from that, creating a conducive physical environment will increase the motivation of education staff in carrying out their duties. Teacher awareness to increase their ability results of winning national scale literacy competitions. 2) The leadership of the madrasah headmaster in upgrading the capacity of teachers at MIN 9 and MIN 14 Blitar is carried out by ensuring that teachers can professionally carry out their duties by participating in preparing lesson plans, selecting teachers who are competent in guiding students in self-development, providing explanation and motivation to subordinates about how to carry out tasks in the madrasah, informing instructions to subordinates to galvanize their abilities by forming a well-organized work team, arranging a regular learning schedule, and fulfilling school facilities and infrastructure that are adequate and meet standards so that cleanliness and the amenities of the school environment is always maintained. 3) The leadership of the madrasah headmaster in empowering teachers at MIN 9 and MIN 14 Blitar is carried out by inviting subordinates to improve teacher competence, motivating teachers to work, coordinating in terms of work results, always evaluating teacher activities, holding official meetings, providing motivation to teachers during official meetings, being an example by arriving earlier to school and motivating teachers to continue their studies. The madrasah headmaster strives to increase teacher empowerment by giving them duty and authority to oversee superior or extra-curricular programs in the form of arts, religion, scouting and sports.
Persinggungan Kepemimpinan Transformational Dengan Kepemimpinan Visioner Dan Situasional Zainal Panani; Achmad Patoni; Binti Maunah
Semantik : Jurnal Riset Ilmu Pendidikan, Bahasa dan Budaya Vol. 2 No. 2 (2024): May : Semantik : Jurnal Riset Ilmu Pendidikan, Bahasa dan Budaya
Publisher : Asosiasi Periset Bahasa Sastra Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61132/semantik.v2i2.585

Abstract

The purpose of writing this article is to determine the intersection of transformational leadership with visionary and situational leadership. This research uses a type of library research. Library research is research carried out by reviewing various journals and related reference books. The results of his research show that the transformative leadership model is a leadership model that can be an alternative to be applied in the current organizational system with various organizational dynamics and changes in line with the increasingly high demands of society. This is in line with the need for leaders who are able to bring about change. Transformative leadership is a leadership model that is different from traditional leadership models which view the relationship between leaders and employees (leadership and followership) as based solely on reward and punishment. A visionary leader is also understood as a leader who has a clear vision and mission in the organization. He has the ability to predict future events and express them in a clear and measurable vision and mission. Visionary leaders are able to raise the enthusiasm of their members with their motivation and imagination, to make the organization more alive and growing. Another situational leadership model is known as the Situational Contingency leadership model which revises the behavioral approach which is considered unable to explain ideal leadership. This approach illustrates that the style developed depends on the leader himself, the support of his followers, and a conducive situation. By analyzing the basic motivations of their subordinates, leaders can place them in appropriate situations. Transformative, visionary and situational leadership models have several elements in common, both in terms of systems, processes and objectives of Islamic Education Management. From the system side, there are elements of education unit leaders, educators, education staff, and various other elements; It is hoped that they can synergize in a process that is conducive to achieving goals.
Implementasi Kepemimpinan Transformational Pada Lembaga Pendidikan Islam Yayuk Zulaikah; Achmad Patoni; Binti Maunah
Jurnal Nakula : Pusat Ilmu Pendidikan, Bahasa dan Ilmu Sosial Vol. 2 No. 3 (2024): Mei : Pusat Ilmu Pendidikan, Bahasa dan Ilmu Sosial
Publisher : Asosiasi Riset Ilmu Pendidikan Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61132/nakula.v2i3.766

Abstract

The purpose of writing this journal is to determine the implementation of transformative leadership in Islamic educational institutions, which is an extension of charismatic leadership, leaders create a vision and environment that motivates employees to achieve beyond expectations. Transformative leadership, employees feel trust, admiration, loyalty and respect for their leadership, so they are motivated to do more than what is expected of them. In fact, it often goes beyond what they thought they could do. This research uses a type of library research. Library research is research carried out by reviewing various journals and related reference books. The results of his research show that transformational leadership is leadership possessed by managers or leaders whose abilities are not general and are translated through the ability to realize missions, encourage members to learn, and be able to provide inspiration to subordinates regarding various things that need to be known and done. The implementation of transformational leadership refers to the 4 basic principles of transformational leadership, namely idealized influence (ideal influence and charisma). The head of the madrasah is open to interaction and two-way communication that requires each other, respects each other, accepts input, suggestions and innovative ideas from the leadership elements below him. Become a role model and work with high enthusiasm, discipline, loyalty, and hard work. Build commitment during official meetings and sign madrasa integrity facts. Providing opportunities and support for teachers and education staff to take part in webinars, training, training and bringing in speakers from outside the madrasah. Inspiration Motivation (motivational inspiration) providing motivation from the head of the madrasah directly through official meetings, discussion forums, meetings, indirectly providing words of encouragement and appreciation through electronic media. Providing rewards for teachers who excel.
KEPEMIMPINAN TRANSFORMASIONAL DAN PEMBERDAYAAN DI LEMBAGA PENDIDIKAN ISLAM Achmad Faisol Syaifullah; Achmad Patoni; Binti Maunah
AL-MAFAZI: JURNAL MANAJEMEN PENDIDIKAN ISLAM Vol 2 No 1 (2024): JULI AL-MAFAZI: Jurnal Manajemen Pendidikan Islam
Publisher : ISLAMIC EDUCATION MANAGEMENT STUDY PROGRAM

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.66187/al-mafazi.v2i1.152

Abstract

Empowerment is considered a progressive means to enhance employees' competence within an organization. However, empowerment may not materialize within an organization without good leadership. Therefore, transformational leadership becomes the solution to empower employees so that organizational goals can be achieved. This study aims to elucidate the concept of transformational leadership and its influence on empowerment in Islamic educational institutions. The results of the study indicate the close relationship between leadership and empowerment. This relationship is manifested in three levels of empowerment: encouraging employees to become more active, involving employees in determining methods or creating innovations, and entrusting employees to make decisions.
Urgensi Leadership Dan Manajerialship Kepala Sekolah dalam Meningkatkan Kinerja Sekolah Kastaji, Kustiono; Patoni, Achmad; Maunah, Binti
AL-MIKRAJ Jurnal Studi Islam dan Humaniora (E-ISSN 2745-4584) Vol 4 No 02 (2024): Al-Mikraj, Jurnal Studi Islam dan Humaniora
Publisher : Pascasarjana Institut Agama Islam Sunan Giri Ponorogo

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37680/almikraj.v4i02.5280

Abstract

The purpose of writing this work is to describe the Urgency of Leadership and Managerialship of School Principals in Improving School Performance. This research uses a literature review method to analyze the urgency of school principal leadership and managerial leadership in improving school performance. This method collects and analyzes information from various relevant sources to gain an in-depth understanding of the topic being discussed. Through this approach, researchers can identify patterns, themes, and gaps in the literature to formulate practical recommendations for school principals in increasing student motivation, reducing school dropout rates, and increasing participation in extracurricular activities. The results of this work are that effective leadership and management are very important to improve school performance through reward systems, mentorship programs, and collaboration with parents. Education about the dangers of online game addiction and providing interesting extracurricular activities can help students stay focused on academics. Financial assistance, teacher training, and partnerships with local communities are also needed to overcome barriers and improve the quality of education. Improved infrastructure and integration of technology in learning supports a conducive learning environment, while ongoing monitoring and evaluation ensures the effectiveness of school programs.
Co-Authors Abadullah Rosyaad Abd. Aziz Abdul Razak Abdul Razak Achmad Faisol Syaifullah Adi Wijayanto Ahmad Supriyadi Ahmad Syaifuddin Ahmad Tanzeh Akhyak Arif Mustofa Aynun Nurul Ulufah Binti Maunah Diyanus Abd Baqi Eko Sigit Purwanto Habibur Rohman Hasanah, Siti Nur Hidayatul HIDAYAH, ARIN Imam Junaris Kastaji, Kustiono Khafidhotun Nasikhah lutfi firdausi Maksum, Moh. Ja'far Sodiq Manal Hendawi Muh Khoirul Rifai Muhammad Akhsanul Muhtadin Muhammad Yahya Muharyanto, Agus Mukhamad Sukur Munif, M. Mustajib Muzakki, Hawwin Nasikhah, Khafidhotun Ngainun Naim NUR EFENDI Nurul Indana Qoyyimun Nafal RAHMI, ELVI Rizal Fanani, Rizqy Rizqy Rizal Fanani Saifullah, Ach Saputra, Prayogi Restia Sofingatun Sofingatun Sulistyorini Sulistyorini, Sulistyorini Sulthon Sulaiman Yayuk Zulaikah Yuli Zainal Panani Zakki, Mohammad Zamahsari Abdul Azis