Kepemimpinan Intrapreneurship, Budaya Sekolah  dan Kinerja Inovasi Guru

Wibowo, Agus; Saptono, Ari

doi:10.21009/jpeb.005.2.5

Cited by 7 publications

(10 citation statements)

References 1 publication

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“…Di negaranegara maju kepala sekolah mendapat sebutan bemacam-macam. Ada yang menyebut guru kepala (head teacher atau head master), kepala sekolah (principal), kepala sekolah yang mengajar (teaching principal), kepala sekolah pensupervisi (supervising principal), direktur (director), administrator (administrator), dan atau pemimpin pendidikan (Arifin, 2016 (Wibowo & Saptono, 2017).…”

Section: Hasil Dan Pembahasan 1 Kepala Sekolahunclassified

“…Kepemimpinan harus dapat mempengaruhi sumber daya organisasi, untuk bergerak atau mengikuti perintah sesuai dengan keinginan pemimpin. Pemimpin yang memiliki karakter entrepreneur tidak saja memberikan ruang untuk mengoptimalkan potensi yang dimiliki, tetapi juga memotivasi bawahannya sehingga mereka terdorong untuk kreatif dan inovatif, dapat disimpulkan bahwa kepemimpinan enterpreneur ini merupakan kepemimpinan yang memberikan ruang kreativitas dan inovasi bagi bawahannya (Wibowo & Saptono, 2017).…”

Section: Kepemimpinanunclassified

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Kompetensi Kepala Sekolah Abad 21: Sebuah Tinjauan Teoretis

Hidayat

M²,

Ulya³

2019

jkps

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The purpose of this study was to determine the competencies that principals must have in the 21st Century. Writing this article uses the literature review method, is there a qualitative descriptive data analysis technique by looking for theoretical references relevant to the cases or problems found. Based on the results of the analysis, the conclusions that answer the problem of this research are (1) the principal is someone who is given the task of leading a school, (2) the intended leadership is the ability to influence organizational resources to move to follow orders to achieve goals (4) effective principal's leadership in terms of entrepreneurial leadership, exemplary, intelligent, and democratic, (4) the 21st century is the era of technological advances in the fields of information, communication, and transportation, (5) the characteristics of the 21st century which are available access anytime, faster computing, and communication that can be done from anywhere and anywhere, (6) Competencies that principals must have to face the 21st century, namely dimensions of personality, managerial, entrepreneurial, supervision, and social competence. AbstrakTujuan penelitian ini adalah untuk mengetahui kompetensi yang harus dimiliki kepala sekolah di Abad 21. Penulisan artikel ini menggunakan metode kajian literatur, adakah teknik analisis data kualitatif deskriptif dengan mencari referensi teori yang relevan dengan kasus atau permasalahan yang ditemukan. Berdasarkan hasil analisis maka diperoleh kesimpulan yang menjawab permasalahan penelitian ini yaitu (1) kepala sekolah merupakan seseorang yang diberi tugas untuk mempimpin sebuah sekolah, (2) kepemimpinan yang dimaksud adalah kemampuan untuk mempengaruhi sumber daya organisasi untuk bergerak mengikuti perintah untuk mencapai tujuan, (3) kepemimpinan kepala sekolah yang efektif ditinjau dari kepemimpinan entrepreneur, teladan, cerdas, dan demokratis, (4) abad 21 adalah era kemajuan teknologi di bidang informasi, komunikasi, dan transportasi, (5) Ciri abad 21 yaitu informasi yang tersedia dimana saja dan dapat diakses kapan saja, komputasi yang semakin cepat, serta komunikasi yang dapat dilakukan dari mana saja dan kemana saja, (6) Kompetensi yang harus dimiliki kepala sekolah untuk menghadapi abad ke-21 yaitu dimensi kompetensi kepribadian, manajerial, kewirausahaan, supervisi, dan sosial.Kata kunci: Kompetensi, Kepala sekolah, dan abad 21

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Section: Hasil Dan Pembahasan 1 Kepala Sekolahunclassified

Section: Kepemimpinanunclassified

Kompetensi Kepala Sekolah Abad 21: Sebuah Tinjauan Teoretis

Hidayat

M²,

Ulya³

2019

jkps

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“…It also includes the changes in the climates, condition, structural modification, as well as the institution of the school. According to Wibowo and Saptono (2017), leadership can influence the organization's resources to follow the leader's aspiration. An entrepreneurial leader can motivate, optimize, and provide spaces for creativity and innovation.…”

Section: Introductionmentioning

confidence: 99%

“…The innovative skills and creativity of teachers in Indonesia are below the standard. The research by Kemendikbud (2015) mentioned that 1.6 million teachers reached a disappointing score, which is below 60 (Wibowo & Saptono, 2017). It proves that learning culture is not fully established in the school.…”

Section: Introductionmentioning

confidence: 99%

Principal's Innovation and Entrepreneurial Leadership to Establish a Positive Learning Environment

Ariyani¹,

Suyatno²,

Zuhaery³

2021

EUROPEAN J ED RES

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<p style="text-align: justify;">A positive learning environment can be achieved if all the school members follow the principal's learning process. The paper aims to study and analyze the principal's implementation of innovation and entrepreneurial leadership in creating a learning environment. The research is conducted qualitatively through a case study. The research subjects were determined using purposive sampling, while the data were collected through interviews, observation, and documentation study. The data were then analyzed descriptively qualitatively using the Atlas.ti software. The results show that the principal has implemented the entrepreneurial leadership employing two main principles to create a learning environment. First, the principal regulates organizational growth through optimization, communication, motivation, monitoring, controlling, role model, and empowerment. The principal makes some innovation through several steps: vision building, staff development, and restructuring. This kind of leadership can create a comfortable and fun learning environment. As a result, all school members can follow the learning process and create innovative products, as well as making some progress in academic and non-academic achievements. The research findings imply a recommendation for the school's program in that a principal's entrepreneurial and innovative leadership is one of the critical factors in learning.</p>

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“…This indicates that the leadership of the principal has a role in increasing commitment so as to produce good quality education. The results of Sampurno's (2015) and Wibowo's (2017) studies showed that the teachers' trust in the principal's leadership was the realization of positive attitude given to the leadership of the school principal. This positive attitude was formed because of the good communication between the principal and the teachers in carrying out the tasks at school.…”

Section: Introductionmentioning

confidence: 99%

Transformational Leadership and Trust on Organizational Commitment at State Senior High School

Kurniawan

Sujanto

Rugaiyah

2019

JPEB

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The purpose of this research is to know the effect of transformational leadership and trust toward organizational commitment teachers at state high school in the city of depok. The research was conducted using survey method with quantitative approach and path analysis technique. The population of this research is 256 teachers. Research samples selected as much as 156 teacher using simple random sampling technique. The data obtained through questionnaires and analyzed using path analysis techniques. Based on the result of data analysis in the research it is conclude: First, transformational leadership have positive direct to organizational commitment. Second, trust have positive direct to organizational commitment, and third, transformational leadership have positive direct to trust. Organizational commitment can be improve through improvement of transformational leadership and trust.

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Kepemimpinan Intrapreneurship, Budaya Sekolah dan Kinerja Inovasi Guru

Cited by 7 publications

References 1 publication

Kompetensi Kepala Sekolah Abad 21: Sebuah Tinjauan Teoretis

Kompetensi Kepala Sekolah Abad 21: Sebuah Tinjauan Teoretis

Principal's Innovation and Entrepreneurial Leadership to Establish a Positive Learning Environment

Transformational Leadership and Trust on Organizational Commitment at State Senior High School

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