دانلود رایگان مقاله انگلیسی سبک رهبری در مدرسه ای در Tulungagung: افزایش عملکرد معلمان توسط مدیران - امرالد 2018

Abstract

Purpose — This paper’s purpose is to explore the leadership styles of principals of State Islamic Senior High Schools (MAN), specifically how well the principals motivated, mobilized, directed and evaluated teachers’ performance to achieve students’ academic attainment. Design/Methodology/Approach — A qualitative study with a multi-site case study was conducted at three MAN in Tulungagung, East Java, Indonesia. Principals of MAN were interviewed, as were administrators and teachers to confirm the principals’ performances and the results of their leadership on professional management, school policies, procedures, and on the implementation of the schools’ dynamic and students’ academic attainments. Findings — This study revealed that MAN principals are the central figures in the Islamic schools. In particular, implementation of leadership styles is specified as: 1) Motivating: intensive communications, incentives, and transparent administrative management; 2) Mobilizing: giving opportunities to study for higher degrees, workshops, internet facilities, rewards; 3) Directing: additional teaching hours, scholarships, briefings, cooperation with other agencies; 4) Evaluating: class visits, personal meetings, encouraging participation, communicating with madrasah committees, collaborating with foreign universities, conducting research to improve learning. Effective leadership styles evidently increase students’ academic attainments. Research limitations - Limitations are shown in that the sites are in an area of restricted technologies in a developing country. Originality/value — This study develops its setting and orientation by integrating Islamic and global values in education management. It shows the prominent role of MAN principals, as the specific cases exemplify leadership and management at secondary schools.

Conclusion

This study aims to explore the leadership style of madrasah heads in motivating, mobilizing, directing and evaluating teacher performance. The major finding is that madrasah heads’ leadership styles have strong effects on improving teachers’ performance. In particular, the heads use four strategies. First, the heads of madrasah motivate teachers through intensive communication, incentives, transparent administrative management, and facilitate teachers to take a master’s degree or doctorate. Second, to mobilize teacher performance, the heads provide opportunities to study for master’s degrees, workshops, internet facilities, rewards, collaboration with universities or international organizations. Third, to direct teacher performance the heads provide additional teaching hours, scholarships, briefings to encourage the teachers, cooperation with other agencies. Fourth, to evaluate teacher performance, the heads use class visits, personal meetings with teachers, encouraging high participation, communicating with madrasah committees, collaborating with domestic and foreign universities to improve teacher professionalism, and conduct research to improve learning.