Transformational Leadership Style of Principals in Primary Schools
Case Study in Sukalarang Sub-District, Sukabumi Regency
Keywords:
Transformational leadership, charismatic leadership, inspirational motivation, intellectual stimulation, individual considerationAbstract
The purpose of this study aims to analyze the transformational leadership style applied by the Principal, in elementary schools in Sukalarang District, Sukabumi Regency, West Java. Leadership Style is focused on charismatic leadership, inspirational motivation, intellectual stimulation, and individual consideration. The data collection technique is carried out through observation, interviews, and documentation. The research location focused on Sukalarang District, Sukabumi Regency, West Java. The informants in this study were school principals, teachers, and education staff as many as 15 people. Data analysis is carried out by selecting answers obtained from informants and then collected for analysis and conclusions. The data analysis used is data triangulation. The results of the study were obtained, 1) charismatic leadership from the principal, namely every democratic decision-making with educators, and the principal as an actor in carrying out transformational leadership takes a deliberation approach (open management) to make a decision. 2) Inspirational motivation from the principal is shown by Building the will to achieve achievements and planting building a positive organizational culture and organizational climate without discrimination. 3) Intellectual stimulation including the principal creates a positive work culture by strengthening human relations between educators formed through teamwork skills, communication, and the same view on the vision and mission. 4) individual consideration, namely the principal's concern in developing the character and performance of educators through various pieces of training such as independent curriculum training, scientific papers, Teacher Professional Education, and independent teaching Platform (PMM), as well as the Principal gave appreciation to educators for their achievements.
Downloads
References
Abbasi, B. (2017). Transformational leadership and change readiness and a moderating role of perceived bureaucratic structure: An empirical investigation. Problems and Perspectives in Management, 15(1), 35–44. https://doi.org/10.21511/ppm.15(1).2017.03
Ahmed, R., Philbin, S. P., Cheema, F. A., & Author Riaz Ahmed, C. (2020). SYSTEMATIC LITERATURE REVIEW OF PROJECT MANAGER’S LEADERSHIP COMPETENCIES. https://ssrn.com/abstract=3884750
Akter, K. M., Mei Tang, S., & Adnan, Z. (2021). Transformational leadership and quality of work life: A mediation model of trust climate. Problems and Perspectives in Management, 19(4), 161–174. https://doi.org/10.21511/ppm.19(4).2021.14
Al Draj, F., & Al Saed, R. (2023). Mediating role of employee empowerment for transformational leadership and job satisfaction. Problems and Perspectives in Management, 21(1), 59–68. https://doi.org/10.21511/ppm.21(1).2023.06
Andersen, L. B., Bjørnholt, B., Bro, L. L., & Holm-Petersen, C. (2018). Achieving High Quality Through Transformational Leadership: A Qualitative Multilevel Analysis of Transformational Leadership and Perceived Professional Quality. Public Personnel Management, 47(1), 51–72. https://doi.org/10.1177/0091026017747270
Andrew, S., & Field. (1998). Self-Efficacy as a Predictor of Academic Performance in Science. Journal of Advanced Nursing, 27, 596–603.
Bass. (1985). Leadership and Performance Beyond Expectatio. Academic Press.
Bastari, A., -, H., & Ali, H. (2020). DETERMINANT SERVICE PERFORMANCE THROUGH MOTIVATION ANALYSIS AND TRANSFORMATIONAL LEADERSHIP. International Journal of Psychosocial Rehabilitation, 24(04), 1355–1372. https://doi.org/10.37200/ijpr/v24i4/pr201108
Berkovich, I., & Eyal, O. (2021). Transformational Leadership, Transactional Leadership, and Moral Reasoning. Leadership and Policy in Schools, 20(2), 131–148. https://doi.org/10.1080/15700763.2019.1585551
Biron, M., Farndale, E., & Paauwe, J. (2011). Performance management effectiveness: Lessons from world-leading firms. International Journal of Human Resource Management, 22(1), 294–311.
Byrne, Z., Pitts, V., Wilson, C., & Steiner, Z. (2012). ‘Trusting the fair supervisor: The role of supervisory support in performance appraisals. Human Resource Management Journal, 22(1), 129–147.
Creswell, J. (2016). Research Design Pendekatan Metode Kualitatif, Kuantitatif, dan Campuran. Pustaka Pelajar.
Decramer, A., Smoulders, C., & Vanderstraeten, A. (2013). Employee performance management culture and system features in higher education: Relationship with employee performance management satisfaction’. International Journal of Human Resource Management, 24(1), 352–371.
Fletcher, C., & Perry, E. (2001). ‘Performance appraisal and feedback: A consideration of national culture and a review of contemporary and future trends’, in N. Anderson et al. (eds). International Handbook of Industrial, Work and Organizational Psycholog. Beverley Hills, CA: Sage.
Harb, B., & Sidani, D. (2019). Transformational leadership for organizational change in the Lebanese public sector. In Problems and Perspectives in Management (Vol. 17, Issue 2, pp. 205–216). LLC CPC Business Perspectives. https://doi.org/10.21511/ppm.17(2).2019.15
Ha-Vikström, T. (2018). The People, Process and Goal Model versus the Sand Cone Model of Transformational Leadership: Critical Evaluation. Management, 71–90. https://doi.org/10.26493/1854-4231.13.71-90
Hoogeboom, M. A. M. G., & Wilderom, C. P. M. (2019). Advancing the Transformational–Transactional Model of Effective Leadership: Integrating two Classic Leadership Models with a Video-Based Method. Journal of Leadership Studies, 13(2), 23–46. https://doi.org/10.1002/jls.21655
Jensen, U. T. (2018). Does Perceived Societal Impact Moderate the Effect of Transformational Leadership on Value Congruence? Evidence from a Field Experiment. Public Administration Review, 78(1), 48–57. https://doi.org/10.1111/puar.12852
Jones, T. L. (2019). A new transformational leadership: A Meadian framework for a new way forward. Leadership, 15(5), 555–575. https://doi.org/10.1177/1742715018777341
Józefowicz, B. (2017). Diversity Management and Trust: Systematic Literature Review. Journal of Corporate Responsibility and Leadership, 4(4), 51. https://doi.org/10.12775/jcrl.2017.027
Locander, W. B. , F., Hamilton, D., & Ladik, J. S. (2002). Developing a leadership- rich culture: The missing link to creating a market-focused organization. Journal of Market-Focused Management, 5(1), 149–163.
Lok, P., & Crawford, J. (2004). The Effect of Organizational Culture and Leadership Style on Job Satisfaction and Organizational Commitment. The Journal of Management Development, 23(1), 321–337.
Nguyen, V. Q., Turner, N., Barling, J., Axtell, C. M., & Davies, S. (2023). Reconciling general transformational leadership and safety-specific transformational leadership: A paradox perspective. Journal of Safety Research. https://doi.org/10.1016/j.jsr.2022.12.006
Ogbonna, E., & Harris, L. C. (2000). Leadership Style, Organizational Culture and Performance:Empirical Evidence From UK Companies. Journal of Human Resouce Management, 11(4), 766–788.
Rawat, S. R. (2015). Impact of transformational leadership over employee morale and motivation. Indian Journal of Science and Technology, 8, 25–34. https://doi.org/10.17485/ijst/2015/v8iS6/62118
Saputra, I., Rini, R., & Hariri, H. (2022). Principal’s Transformational Leadership in Education Era 4.0: A Literature Review. International Journal of Current Science Research and Review, 5(8), 2852–2860. https://doi.org/10.47191/ijcsrr/V5-i8-07
Stempel, C. R., Rigotti, T., & Mohr, G. (2015). Think transformational leadership – Think female? Leadership, 11(3), 259–280. https://doi.org/10.1177/1742715015590468
Sugiyono. (2019). Quantitative, Qualitative and R and D Research Methods. Alphabeta.
Torrington, D., Hall, L., Taylor, S., & Atkinson, C. (2016). HUMAN RESOURCE MANAGEMENT. www.pearson.com/uk
Wisetsri, W. (2020). The Influence of Leadership, Work Motivation and Organizational Culture on Job Performance. International Journal of Psychosocial Rehabilitation, 24(5), 7336–7350. https://doi.org/10.37200/ijpr/v24i5/pr2020768
Zahari, N., & Kaliannan, M. (2022). Antecedents of Work Engagement in the Public Sector: A Systematic Literature Review. Review of Public Personnel Administration. https://doi.org/10.1177/0734371X221106792
Zhu, Y., & Akhtar, S. (2014). How transformational leadership influences follower helping behavior: The role of trust and prosocial motivation. Journal of Organizational Behavior, 35(3), 373–392. https://doi.org/10.1002/job.1884
Published
How to Cite
Issue
Section
Copyright (c) 2023 Mulfi Sandi Yuda, Ike Rachmawati, Sugihartto Sugihartto
This work is licensed under a Creative Commons Attribution 4.0 International License.
