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Robi Hendra
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Educational Leadership and Management Journal
Published by Universitas Jambi
ISSN : -     EISSN : 30314712     DOI : https://doi.org/10.22437/element.v1i1.29678
Core Subject : Education,
Education Other
1. leadership development, 2. organisational behaviour, 3. education policy 4. Education learning and management 5. Supervision 6. Organisational Behaviour
Arjuna Subject : Ilmu Sosial - Pendidikan
Articles 43 Documents
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Analysis Effectiveness of Ecotourism-Based Mangrove Management in the Pangkal Babu Area, West Tanjung Jabung, Jambi Winarni, Etik; Sari, Yolanda; Putra, Iwan Eka; Mustika, Mustika; Andrila, Novia
Educational Leadership and Management Journal Vol. 4 No. 2 (2026): July - December 2026 (In Progress)
Publisher : FKIP Universitas Jambi

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.22437/gjdqht83

Abstract

The mangrove ecosystem is one of the natural resources that has significant potential to be developed as a tourism attraction. The management of mangrove areas can be enhanced through ecotourism-based activities. Ecotourism is a form of educational tourism that emphasizes human behavior in preserving the environment sustainably, while also providing economic benefits and environmental services without excessive exploitation of mangroves. The use of environmental services based on ecotourism supports the sustainability of mangrove ecosystems as buffer zones for conservation areas. In addition, ecotourism-based environmental services encourage the long-term sustainability of mangrove ecosystems as protective zones for conservation areas. The management of mangroves for ecotourism is also in line with the shifting preferences of tourists from conventional tourism. This study aims to evaluate the effectiveness of ecotourism-based mangrove management, which can later serve as a reference for government policy decision-makers. Data collection in this study was conducted through field surveys by distributing questionnaires, using an effectiveness approach based on five indicators proposed by Siagian: input, output, outcome, benefit, and impact. The research involved field observations and questionnaire distribution using a Likert scale. The analysis method employed is the measurement of effectiveness by applying the effectiveness formula. The findings of this study reveal that: (1) The input indicator is, on average, categorized as moderately effective. (2) The output indicator is, on average, categorized as moderately effective. (3) The outcome indicator is, on average, categorized as moderately effective. (4) The benefit indicator is, on average, categorized as moderately effective. (5) The impact indicator is, on average, categorized as ineffective.
Managing Tracer Studies for Evidence-Based Quality Assurance: A Case Study of Graduate Quality Evaluation Setiawan, Antok; Amalia, Kaniati; Haq, Mohammad Syahidul; Khamidi, Amrozi; Purwoko, Budi; Karwanto, Karwanto
Educational Leadership and Management Journal Vol. 4 No. 2 (2026): July - December 2026 (In Progress)
Publisher : FKIP Universitas Jambi

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.22437/element.v4i2.58790

Abstract

This study examines how tracer studies are managed and integrated into evidence-based quality assurance for graduate quality evaluation. A qualitative case study was conducted at a public university in Indonesia. Data were collected through semi-structured interviews with 35 purposively selected university managers, faculty coordinators, alumni, employers, and students, supplemented by non-participant observations and institutional documents. The data were analyzed using Miles, Huberman, and Saldaña’s interactive model and triangulated across sources and techniques. The findings show that effective tracer study governance comprises five interrelated components: planning, integrated data management, stakeholder collaboration, evidence-based decision-making, and continuous quality improvement. Institutional records further showed that tracer study and employer-survey evidence informed performance reporting, accreditation, curriculum review, graduate competency evaluation, and career services. However, its strategic value depended on database completeness, data validation, employer participation, cross-unit coordination, dissemination, and documented follow-up. The study proposes an Evidence-Based Tracer Study Management Framework that integrates POAC management functions with the PPEPP quality assurance cycle, positioning tracer studies as a continuous improvement mechanism rather than merely an administrative reporting requirement.
McKinsey 7S Framework for Value-Based Institutional Branding in Educational Organizations: A Case Study of an Indonesian Pesantren Prihatin, Eka; Oktaviani, Firyal Fatin; Dikdik, Asep; Sururi, Sururi; Kurniatun, Taufani Chusnul; Bakar, Abu
Educational Leadership and Management Journal Vol. 4 No. 2 (2026): July - December 2026 (In Progress)
Publisher : FKIP Universitas Jambi

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.22437/ws6vhz55

Abstract

This study investigates how a corporate strategic framework, the McKinsey 7S model, was adapted to integrate Islamic organisational values within an Indonesian pesantren, and what this adaptation process reveals about value-framework integration in mission-driven institutions. Using a qualitative case study design, data were collected from nine purposively selected participants (VP1–VP4, T1, ES1, AL1, P1, S1) through triangulated observations, interviews, and document analysis, and analyzed with ATLAS.ti software using thematic coding guided by the McKinsey 7S elements. This integration was accomplished through three mechanisms: semantic alignment (adapting framework terminology to Islamic concepts), process modification (incorporating shura consultation into decision-making), and metric integration (measuring character development alongside academic achievement). Challenges emerged in staff resistance, resource allocation, and ongoing tensions between operational efficiency and Islamic consultative decision-making. Applicant data showed a two-year net change from 1,001 to 1,073 (a 7.2% increase across 2021–2023, inclusive of a 2022 decline), contextualised as institutional trajectory data rather than a causal outcome of the framework. The novelty of this research lies in the inductive development of a Value-Driven Framework Adaptation Model (VDFAM) from this single case, presented as a set of propositions requiring testing in other institutional contexts before transferability can be established. These findings contribute to educational management science by offering an empirically grounded account of how a Western management instrument was made acceptable within a pesantren through a process of systematic value harmonisation, providing both theoretical extension and practical guidance for mission-driven institutions navigating the tension between authenticity and competitiveness.

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