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p-Index From 2021 - 2026
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All Journal Journal of Educational Management Research
Achmad Taufik Ismail
Universitas Singaperbangsa Karawang
Humanities Education Social Sciences

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How Transformational Leadership and Organizational Climate Drive Employee Performance: Evidence from a Public Organization Naina Zahra Maulida; Akil; Achmad Taufik Ismail
Journal of Educational Management Research Vol. 5 No. 3 (2026)
Publisher : Al-Qalam Institue

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61987/jemr.v5i3.2158

Abstract

This study aims to examine the influence of transformational leadership and organizational climate on employee performance within a public service institution. A quantitative approach with a survey method was employed, involving 85 employees selected using a saturated sampling technique. Data were analyzed using multiple linear regression to determine the partial and simultaneous effects of the independent variables on employee performance. The findings indicate that transformational leadership has a positive and significant effect on employee performance with a moderate level of influence, while organizational climate shows a positive and significant effect with a stronger level of influence. Simultaneously, both variables significantly influence employee performance, with organizational climate having a more dominant contribution than transformational leadership. These results imply that strengthening a supportive and conducive organizational climate should be prioritized to improve employee performance. In addition, leaders need to enhance individualized consideration to ensure fair, inclusive, and sustainable engagement across all employees.
Enhancing Educational Quality: The Role of Principal Instructional Leadership in Senior High Schools Delissa Apriliyanti; Akil; Achmad Taufik Ismail
Journal of Educational Management Research Vol. 5 No. 4 (2026)
Publisher : Al-Qalam Institue

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61987/jemr.v5i4.2502

Abstract

This study aims to analyze the instructional leadership strategies employed by school principals in managing learning programs during the transition from the 2013 Curriculum to the Merdeka Curriculum. A qualitative case study approach was used to explore leadership practices in depth. Data were collected through semi-structured interviews with the principal, the vice principal for curriculum affairs, and subject teachers. Informants were selected using snowball sampling, while data validity was ensured through source and method triangulation. The findings reveal that the principal implemented three key instructional leadership strategies based on Hallinger’s model: establishing and communicating clear school goals, managing curriculum implementation effectively, and fostering a positive school climate. These strategies helped maintain the stability of instructional quality throughout the curriculum transition process. In addition, the implementation of these strategies was associated with a significant increase in student admissions through the National Achievement-Based Selection pathway, rising from 9 to 36 students. The study implies that effective instructional leadership plays a crucial role in supporting curriculum change, reducing implementation challenges, and sustaining educational quality during periods of policy transition. School leaders are therefore encouraged to strengthen strategic planning, curriculum management, and collaborative school cultures to ensure successful curriculum implementation.
Co-Authors Akil Delissa Apriliyanti Naina Zahra Maulida