Authentic Leadership Behavior in Madrasah Aliyah in Tasikmalaya Regency Aan Komariah

Komariah, Aan

doi:10.15575/jpi.v1i3.685

Cited by 15 publications

(26 citation statements)

References 3 publications

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“…Visually, what in the surface and daily life as the leader identity is one display that is constantly busy doing work programs. These findings are almost exactly the same as Komariah study [11] stating that hard work is the unique character of an authentic leader. In complete, the Behavior / Self Discipline is the most important aspect of authentic leadership, followed by Transparency, Ethical / Moral, relationship, Vision and Self Awareness…”

Section: Methodssupporting

confidence: 87%

“…There are six authentic leadership aspects adapted from various experts, namely (1) Vision and Purpose-Oriented, (2) High self-discipline, (3) Moral and aesthetic values-based, (4) self awareness in leadership skills, (5) Balancing Processing, (6) Transparency Relationship, (7) Building Nnetwork. [7], [8], [9].…”

Section: Methodsmentioning

confidence: 99%

“…[10] IV. RESEARCH RESULTS AND DISCUSSION The authentic leadership consists of six aspects, namely 1) Vision and Purpose-Oriented, (2) High selfdiscipline, (3) Moral and aesthetical values-based, (4) self awareness in leadership skills, (5) Balancing Processing, (6) Transparency Relationship, (7) Building network. Based on the percentage of each aspect achievement, an authentic leader is built on high self-discipline, self-awareness in leadership skills, and efforts in building network, based on moral and ethical values by strengthening solid relationships and work openness in achieving goals.…”

Section: Methodsmentioning

confidence: 99%

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Authentic Leadership for Conducive Madrasa Climate

Komariah¹

2016

Proceedings of the 6th International Conference on Educational, Management, Administration and Leadership

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The main objective of this study is to assess the effect of Authentic Leadership to Madrasa (Senior High School) Climate in Public Madrasah and Private Madrasa Aliya (Islamic Senior High School) in Tasikmalaya Regency. This research was conducted by using descriptive and verification methods, with a quantitative approach. The populations are 73 Public and Private Madras Aliyah in Tasikmalaya regency, with headmaster, school committee, and teachers as data sources. Data were collected using a questionnaire and analyzed using correlation analysis. The results showed that the overall pictures of Public and Private Madrasah Aliyah in Tasikmalaya Regency were already high. The Principals Leadership affectson the Madrasa Climate. The recommendation is to improve madrasa by promoting the existence of madrasa leadership and other factors affecting on the madrasa climate, such as the improvement of madrasah facilities, learning strategy, use of learning media, and capacity development of continuous effective madrasa.

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Section: Methodssupporting

confidence: 87%

Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

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Authentic Leadership for Conducive Madrasa Climate

Komariah¹

2016

Proceedings of the 6th International Conference on Educational, Management, Administration and Leadership

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“…Past studies show that plenty of teaching-learning problems in Islamic-based senior high schools/ madrasahs correspond to student efficiency [10] [11]. This is indeed a major task, as Islamic school/ madrasahs mainly have a shortage of human resources.…”

Section: E Teacher Developmentmentioning

confidence: 99%

An Exploration Into Leadership Practice in Madrasah Aliyahs (Islamic-Based Senior High Schools) in Indonesia

Hidayat¹,

Kultsum²,

Wang³

2020

Proceedings of the 2nd International Conference on Islam, Science and Technology (ICONIST 2019)

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This study investigates how principals exercise leadership to tackle the difficulties faced by Islamic Senior high schools or Madrasah Aliyahs of three areas in Indonesia: Western, Central and Eastern Indonesia. Employing qualitative methods, the researchers applied multiple case studies technique. The information gathered originated from separate case study classrooms, purposefully chosen madrasah Aliyahs/ Islamic-based high school from government, private, challenging and high-performing schools. It has been disclosed that madrasahs experience countless difficulties, including leadership, curriculum development, classroom equipment, financing and teacher efficiency. In the west and center of Indonesia, madrasahs mainly hampered by the poor infrastructure, learning facilities and lack of financial support, while in the east part beside the financial issues, teachers' performance become huge concerns.The madrasah managers, senior institutional officials, have a critical part to perform in solving these issues, in particular by developing teaching and learning procedures and improving the value of education and the enhancement of schooling. The study found that a kinship leadership is strongly indicated to the principal leadership behaviour. A culture embedded, leadership education, and experience gained by the leaders provide a deep insight on the way they lead an organisation. Although some madrasah adapted professional system like in the case of some high performing schools, the kinship and partnership are strongly occupied by the leaders in order to develop their communication and interaction among the members

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“…If these three elements are not applied comprehensively, although in different sizes, then there will be not optimalperformance. [6] Performance having harmony with the performance based on Terence (1988:410) has measurements including five aspects namely: quality of work, promptness, initiative, capability, dan communication. The five aspects are related to the teacher teaching performance in terms of teaching planning, applying teaching and evaluation of learning outcomes.…”

Section: Introductionmentioning

confidence: 99%