The main objective of this study was to explain the improvement of organizational citizenship behavior through adversity quotient and servant leadership as an effort to improve the managerial competence of educational leaders. The research subject was principals of senior high school in Berau. Meanwhile, specifically, the objectives were; (1) to seek whether there is the relationship between adversity quotient and organizational citizenship behavior, (2) to seek whether there is the relationship between servant leadership and organizational citizenship behavior, (3) to seek whether there is the relationship between adversity quotient and servant leadership to organizational citizenship behavior simultaneously. This study concerned a quantitative analysis by testing hypotheses using the statistic tool of the SITOREM model. The finding shows; that (1) there is a relationship between adversity quotient and organizational citizenship behavior, (2) there is the relationship between servant leadership and organizational citizenship behavior, and (3) there is the relationship between adversity quotient and servant leadership to organizational citizenship behavior simultaneously. In other words, it shows that the primary purpose of this research is achieved because the adversity quotient and servant leadership can result in the creation of good organizational citizenship behavior. Indeed this can also indicate that the principal has the managerial competence of educational leaders in an organization/school favorable.

The research was conducted to determine whether there is a significant relationship between Organizational Climate and Self-Concept with the effectiveness of interpersonal communication at the Sekolah Tinggi Ilmu Tarbiyah Muhammadiyah Tanjung Redeb. This study was designed using a quantitative correlational approach through survey methods. The target population was all 45 educators and education staff at the Sekolah Tinggi Ilmu Tarbiyah Muhammadiyah Tanjung Redeb. The number of research samples is 30 teaching staff. Samples were purposive random sampling. This study indicates a significant relationship between organizational climate (X1) and head interpersonal communication (Y) effectiveness with the percentage contribution of variable X1 to Y of 40%. Then there is a significant relationship between Self-Concept (X2) and the Effectiveness of Head Interpersonal Communication (Y) with a correlation coefficient of ry2 = 0.628. The results then show that there is a significant relationship between Organizational Climate (X1) and Self-Concept (X2) with the Effectiveness of Leader Interpersonal Communication (Y) with a correlation coefficient of ry12 = 0.707 and the coefficient of determination r2y12 = 0.262 significant at 0.05. It shows that 50% of the leaders' interpersonal communication is determined jointly by organizational climate and self-concept. The research finding indicated a good atmosphere related to the organizational climate provides comfort for each individual to build a positive self-concept, which is related to the effective interpersonal communication of institutional leaders. Where there was never found in the previous research, the combination of organizational climate and self-concept influences the effectiveness of Interpersonal communication simultaneously.