Headmaster’s Leadership in Solving Problems at Islamic Elementary School (SDI) Hikmatul Fadhillah Medan

Rahmi, Sri

doi:10.14421/jpi.2018.72.267-280

Cited by 4 publications

(5 citation statements)

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“…Leaders can diagnose problems encountered in implementing a program through their working relationships with teachers. Leaders can also make policies or decisions regarding solutions that can be done to overcome these problems (Rahmi, 2019). It can even be said that leaders in educational institutions are the main instruments in carrying out program evaluations.…”

Section: Discussionmentioning

confidence: 99%

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Siswadi¹

2020

TJKMP

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This research is intended to describe the evaluation of life skills-based educational programs in MTs and MA Modern al-Azhary. This study uses a qualitative approach to the type of case study research. Through program evaluation, the results of the study indicate that there are four problems in education programs based on life skills. First, the problem of preparing education plans based on life skills. Second, problems in organizing education based on life skills. Third, problems in implementing life skills-based education. Fourth, problems in the supervision of education based on life skills. These four problems are caused by various factors, namely: the factor of human resources which is minimal in managerial ability, the factor of limited facilities and infrastructure, as well as the factors that have not been made to improve the education program sustainably based on life skills both by the management and the teachers and administrators of the foundation. Based on the problem and the cause of the problem then efforts are made to improve, including strengthening the managerial competence of the madrasah head and his deputy, strengthening the pedagogical and professional competence of teachers, procuring facilities and infrastructure based on the priority scale, as well as following up on supervision results. Life skillsbased education programs in MTs and MA Modern al-Azhary have experienced success, that is, each target that has been determined in various activities in the life skills-based education program can be achieved.

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Section: Discussionmentioning

confidence: 99%

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Siswadi¹

2020

TJKMP

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“…Kepala sekolah adalah sesorang yang diangkat karena kemampuannya dalam memimpin suatu lembaga sekolah (Rahmi, 2019). Dalam pendapat lain arti dari kepala sekolah adalah seorang tenaga fungsional guru yang diberi tugas untuk memimpin suatu sekolah, yang diselenggrakan proses belajar mengajar, atau interaksi antara guru dan siswa (Wahjosumidja dalam Ahmad Susanto, 2016).…”

Section: Pendahuluanunclassified

“…Sebagai mana kata (Barth, 2001), "The fact of the matter is that all teachers harbor leadership capabilities waiting to be unlocked and en-gaged for the good of the school ". Selain tugas dan tanggungjawab yang dibawa, kepala sekolah juga harus lebih cekatan atau reaktif terhadap perubahan zaman (Rahmi, 2019) Dalam Nanus (2001:95), Komariah (2003:93), Sujatno (2008:62) mengilustrasikan bahwa ada 4 (empat) peran penting bagi kepemimpinan efektif salah satunya adalah agen perubahan, bahwa pemimpin harus mampu memprediksikan berbagai perubahan dan perkembangan lingkungan global dan membuat antisipasi tentang implikasinya terhadap lembaga atau instansi yang dipimpinnya, mampu membuat ketentuan khusus bagi perubahan yang diisyaratkan visinya, serta mampu mempromosikan temuannya dengan partisipasi orang-orang untuk menghasilkan kemajuan yang diinginkan.…”

Section: Pendahuluanunclassified

Kepemimpinan Kepala SDIT Muhammadiyah Truko Dimasa Covid-19

Luxmana

2021

j.equilibrium

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ABSTRAKKepala sekolah adalah penanggung jawab atas kesuksesan lembaga pendidikan dalam pembelajaran. Covid 19 adalah wabah yang sangat mempengaruhi dunia pendidikan. Kepemimpinan kepala sekolah menjadi ujung tombak lembaga pendidikan ditengah pendemi covid19. Sehingga kepala sekolah yang dapat berinovasi ditengah pandemilah yang dapat meraih kesuksesan terhadap lembaga yang dipimpinnya. SDIT Muhammadiyah Truko adalah salah satu dari sekian sekolah yang terdampak akibat wabah covid19 ini. Sehingga tujuan penelitian ini adalah ingin mengetahui bagaimana upaya yang dilakukan oleh kepala sekolah ditengah pandemic covid19 agar menejemen disekolahnya tetap sehat dan trobosan apa yang diambil kepala sekolah dalam menghadapi wabah covid19 ini. Penelitian ini dilakukan dengan metode kualitatif dalam rangka mendapatkan informasi yang faktual dari lisan kepala sekolah langsung dan dibantu dengan teknik eksploratif maka didapatkan informasi yang lebih akurat terhadap fakta dilapangan yang telah dilakukan terhadap kepala sekolah. Sehingga diperoleh hasil bahwa kepala sekolah SDIT Muhammadiyah Truko merumuskan program disaat pandemic dengan memperbaharui kurikulum, jam pembelajaran, dan metode pembelajara. Kemudian membuat terobosan pelayanan pembelajaran dengan perubahan format kurikulum, jam pembelajaran yang lebih fleksibel dan metode pembelajaran yang berfariasi. Kata kunci: Kepala sekolah,Pandemi covid19, Kepemimpinan, Metode Penelitian

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“…Meanwhile, the ways to deal with conflicts include: introduction, diagnosis, agreeing on a solution, implementation, and evaluation. Rahmi (2018) showed that principals tend to overcome problems or conflicts with Human Relations that are performed by paying attention to religious values, personality, friendship, and polite conversation.…”

Section: The Uniqueness Of Problem Solvingmentioning

confidence: 99%

Conflict Management at State Junior High Schools 2 and 3 Anjir Muara in Barito Kuala Regency, Indonesia

Hamdi

Sulaiman

Aslamiah

2021

JK6EM

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Conflict management needs to be performed by the principal because schools are educational organizations where disputes are experienced. Structural conflicts including task division and regulation implementation become a problem at State Junior High Schools 2 and 3 Anjir Muara. Therefore, this study aims to analyze dispute types and sources as well as the conflict management in SMPN 2 and 3 Anjir Muara using a qualitative method. Data were collected from the school principals, teachers, and administrative staff using interview techniques. Also, data were analyzed by collecting, reducing, displaying, and drawing conclusions. The results showed that conflict sources in these schools include the task division and regulation implementation for grade promotion, while conflict management is performed by collaboration, accommodation, and compromise. Subsequently, accommodation and compromise of problem-solving are performed by eating together in restaurants and meetings in cafes.

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Headmaster’s Leadership in Solving Problems at Islamic Elementary School (SDI) Hikmatul Fadhillah Medan

Cited by 4 publications

References 0 publications

Untitled

Untitled

Kepemimpinan Kepala SDIT Muhammadiyah Truko Dimasa Covid-19

Conflict Management at State Junior High Schools 2 and 3 Anjir Muara in Barito Kuala Regency, Indonesia

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