Kepemimpinan Visioner Kepala Madrasah di Madrasah Aliyah Negeri 2 Samarinda
Abstract
This research was motivated by the Head of Madrasah Aliyah Negeri 2 Samarinda led by Drs. H. Saharuddin, M.Pd. The success of an institution cannot be separated from the leadership of a leader. Visionary leadership is leadership that puts forward the implementation of the vision for progress in the institution not only in the present but also in the future and is able to provide direction, provide change and breakthroughs for the progress of the institution being led. So that the figure of a visionary leader has big ideas to be able to advance the institution he leads and is ready to compete with other educational institutions. While the purpose of this study was to determine the visionary leadership of the Madrasah Head at Madrasah Aliyah Negeri 2 Samarinda. The method used in this research is qualitative research using descriptive method. Using interview, observation, and documentation techniques. The data analysis technique uses the Miles and Huberman model, which consists of data collection, data condensation, and drawing conclusions. Credibility test is done by source triangulation and technique triangulation. The data sources in this study were the Head of Madrasah Aliyah Negeri 2 Samarinda, the Head of Administration, 3 teachers, 2 administrative staff, and 2 students. The results obtained are that the head of Madrasah Aliyah Negeri 2 Samarinda in visionary leadership as a direction determinant is able to direct and mobilize madrasa residents to be able to achieve the vision, and be able to formulate a shared vision of the academic community, committees, and related agencies. As an agent of change, able to improve discipline, facilities and infrastructure, and student achievement, as well as innovate to advance madrasas. As a spokesperson, able to establish good communication, establish cooperation, establish harmonious relationships with colleagues and with madrasa residents, and socialize the vision, and resolve problems through discussion and deliberation. As a trainer, able to improve the quality of performance of members by participating in seminar activities and able to provide examples to madrasa residents, able to turn vision into action as outlined through madrasa programs. , able to establish relationships, and innovate to advance the madrasa. Meanwhile, the inhibiting factor is difficult to find if someone wants to coordinate or convey something.
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