Kepemimpinan Kepala Sekolah Pada SMAN 1 Marabahan, SMAN 1 Anjah Pasar, dan SMA Global Islamic Booarding School (GIBS) Kabupaten Barito Kuala
Daftar Isi:
- Sri Datun Nisa: Principal Leadership at SMAN 1 Marabahan, SMAN 1 Anjir Pasar, and SMA Global Islamic Boarding School (GIBS) Barito Kuala. Advisors: I: Dr. H. Ridhahani, M.Pd and II: Dr. Ahmad Juhadi, S.Ag, M. Pd. I, Tesis, Postgraduate Program of IAIN Antasari Banjarmasin, 2017. Keywords: Leadership, Principal, Decision-Making, Human Relations The principal as the leader at school should be able to lead his institution well. Therefore, to be able to lead well, the principal should understand the basic concepts of leadership in education. Being a principle is more than just some position, which can be given to anyone; it is leadership that needs expertise and special competency, especially in decision-making, by paying attention to human relations. Every school’s principal should be able to choose the appropiate leadership style. It is possible for a principal to apply different kinds of leadership style in different situation and condition at school where he leads. This study aims to determine the principal's leadership in decision-making and human relations that occur in the school environment. This is a qualitative field research which collect descriptive data, both in written and spoken form by observing people and their behaviors. The data is collected though interview, supported by observation and documentary to be then analyzed by reducing the data (data reduction), display the data, and drawing conclusion from it. The result of the study shows that the leadership style of the principal in SMAN 1 Marabahan and SMAN 1 Anjir Pasar is participatory and democratic. Participatory leadership is applied by the principal in making a decision by engaging the entire school community including the subordinates in sharing ideas, suggestions, and considerations for problem solving. Meanwhile, the democratic leadership is shown by the decision-making process that engages as many subordinates as possible to make a decision together, so that the subordinates have a sense of responsibility in the implementation of the decisions. The principal’s leadership in SMA Global Islamic Boarding School (GIBS) tends to be pseudo democratic which is demonstrated by the the dominance in the behaviors of the leader in decision-making.