<![CDATA[Penelitian ini bertujuan untuk menganalisis bagaimana praktik kepemimpinan kepala sekolah membentuk budaya kerja profesional guru di sekolah dasar, dengan mempertimbangkan dinamika konteks dan perbedaan pendekatan kepemimpinan. Studi ini menggunakan pendekatan kualitatif dengan desain multisitus yang dilaksanakan di SDN 23 Ampenan dan SDN 26 Mataram. Data dikumpulkan melalui wawancara mendalam, observasi partisipatif, dan studi dokumentasi, kemudian dianalisis menggunakan model interaktif Miles dan Huberman yang meliputi reduksi data, penyajian data, serta penarikan kesimpulan. Keabsahan data dijaga melalui triangulasi sumber dan teknik. Hasil penelitian menunjukkan bahwa kepala sekolah menerapkan praktik kepemimpinan yang berbeda namun sama-sama berkontribusi terhadap pembentukan budaya kerja profesional guru. Di SDN 23 Ampenan, kepemimpinan situasional tercermin melalui ketegasan dalam disiplin, dukungan profesional, serta fleksibilitas pengambilan keputusan sesuai kesiapan guru. Praktik tersebut berkontribusi pada penguatan disiplin, tanggung jawab, kolaborasi, dan komitmen terhadap mutu pembelajaran. Sementara itu, di SDN 26 Mataram, kepemimpinan demokratis diwujudkan melalui partisipasi guru, komunikasi dua arah, dan pengambilan keputusan kolektif yang mendorong budaya kerja kolaboratif dan keterbukaan profesional. Temuan ini menegaskan bahwa pengaruh kepemimpinan terhadap budaya kerja guru tidak bersifat tunggal atau universal, melainkan bergantung pada kesesuaian praktik kepemimpinan dengan konteks sekolah dan dinamika profesional guru. Gender-Based School Leadership in Enhancing Quality Work Culture: A Multi-Site Study at SDN 23 Ampenan and SDN 26 Mataram This study aims to analyze how school principals’ leadership practices shape teachers’ professional work culture in elementary schools, with particular attention to contextual dynamics and variations in leadership approaches. The research employed a qualitative approach with a multi-site design conducted at SDN 23 Ampenan and SDN 26 Mataram. Data were collected through in-depth interviews, participant observation, and document analysis, and were analyzed using Miles and Huberman’s interactive model consisting of data reduction, data display, and conclusion drawing. Data credibility was ensured through source and technique triangulation. The findings reveal that principals applied different leadership practices that nonetheless contributed to the development of teachers’ professional work culture. At SDN 23 Ampenan, situational leadership was reflected in firm discipline enforcement, professional support, and flexible decision-making based on teachers’ readiness. These practices strengthened teachers’ discipline, responsibility, collaboration, and commitment to instructional quality. In contrast, at SDN 26 Mataram, democratic leadership was manifested through teacher participation, two-way communication, and collective decision-making, fostering a collaborative and open professional culture. Overall, the study demonstrates that the influence of school leadership on teachers’ professional work culture is not uniform, but rather depends on the alignment between leadership practices, school context, and teachers’ professional dynamics.]]>
