Principal leadership styles in improving the quality of education in Lhokseumawe Aceh Indonesia

Zulfikar Ali Buto Siregar

doi:10.18282/hrms.v5i1.3340

Principal leadership styles in improving the quality of education in Lhokseumawe Aceh Indonesia

Zulfikar Ali Buto Siregar Faculty of Education and Teaching Science, State Islamic Institute (IAIN) Lhokseumawe

Ariticle ID: 3340

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DOI: https://doi.org/10.18282/hrms.v5i1.3340

Keywords: leadership styles, principal

Abstract

This article aims to explain the principles of leadership styles of madrasah heads in enhancing the quality of Islamic education in Lhokseumawe City. It turns out that the leadership of madrasah heads has a significant impact on the functioning of the madrasah leadership. The madrasah head plays a direct role in developing Islamic educational institutions through leadership characteristics, leader types, leader functions, and leader activities during their tenure as madrasah heads. A quantitative research method with a phenomenological approach is considered capable of addressing various issues in the research problem formulation. It simultaneously analyzes data obtained from observations, interviews, and in-depth documentation to find answers to the research problem. The research findings reveal that the leadership styles of madrasah heads can be divided into two categories: democratic leadership style and autocratic leadership style. The first principle of leadership style involves giving responsibilities and authority to all parties, encouraging active involvement in the organization. Members are given opportunities to provide suggestions, recommendations, and criticisms for the progress of the organization. The second principle, the autocratic leadership style, positions a leader as the source of policies.

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Published

2023-08-08

How to Cite

Siregar, Z. A. B. (2023). Principal leadership styles in improving the quality of education in Lhokseumawe Aceh Indonesia. Human Resources Management and Services, 5(1). https://doi.org/10.18282/hrms.v5i1.3340

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Issue

Vol. 5 No. 1 (2023)

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Article

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