Kepemimpinan kepala sekolah dalam mengembangkan budaya organisasi di MAN 1 dan SMAN 2 Jember

INDONESIA:

Pengembangan budaya organisasi di sekolah, tidak bisa dilepaskan dari peran kepemimpinan kepala sekolah sebagai aktor utama yang menentukan dan mewarnai kehidupan warga sekolah. Kepala sekolah sebagai leader dan manager. Dari kedua peran tersebut secara langsung dapat membentuk budaya sekolah yang kondusif. Penelitian ini bertujuan menganalisis dan menemukan: 1) Aktualisasi nilai-nilai budaya organisasi yang dikembangkan. 2) Upaya kepemimpinan kepala sekolah dalam mengembangkan budaya organisasi.3) Dampak kepemimpinan kepala sekolah dalam mengembangkan budaya organisasi terhadap prestasi di MAN 1 dan SMAN 2 Jember.

Penelitian ini menggunakan pendekatan kualitatif, jenis studi kasus dengan rancangan multikasus. Pengumpulan data menggunakan wawancara mendalam, observasi partisipan dan dokumentasi. Analisis data menggunakan teknik reduksi data, display data dan verifikasi data melalui kasus individu dan lintas kasus. Uji keabsahan data meliputi 4 kriteria yaitu: uji kredibiltas (teknik perpanjangan keikutsertaan, ketekunan pengamatan, triangulasi, diskusi dengan teman sejawat), uji transferabilitas (kepastian data dengan uraian rinci), uji dependabilitas dengan mengaudit proses panelitian dan uji konfirmabilitas menguji hasil penelitian (kepastian data) untuk menarik kesimpulan.

Hasil penelitian ini menunjukkan bahwa: 1) Aktualisasi nilai-nilai budaya organisasi mengembangkan budaya mutu; a) academic excellent; (1) learning quality, (2) competitiveness, (3) prestasi. b) quality of management; (1) quality of service customer, (2) nilai sistem dan taat asas, (3) reward-punishment, (4) kreativitas, (5) produktivitas. c) religious culture; (1) nilai kesopanan, (2) nilai ketaatan, (3) nilai kedisiplinan, (4) nilai kejujuran, (5) nilai ruh al- jihad, (6) nilai keteladanan, (7) nilai sosial. d) entrepreneurship values, meliputi: (1) life skills, (2) kemandirian, (3) kreativitas, (4) motivasi sukses. 2) Upaya kepemimpinan kepala sekolah dalam mengembangkan budaya organisasi; a) artikulasi visi dan misi, b) menerapkan fungsi manajerial, c) pengembangan religious culture values, d) analisis kinerja guru dan pengukuran keberhasilan dengan prinsip continuous improvement P-D-C-A (plan, do, check, act). 3) Dampak kepemimpinan kepala sekolah dalam mengembangkan budaya organisasi; a) kepala sekolah menggunakan pendekatan living tradition dan management quality control dengan prinsip supportive participative empowering habitualisasi, b) model kepemimpinan yang visioner supportive participative berbasis excellent culture tradition management quality control, c) berdampak terhadap peningkatan prestasi; (1) peningkatan sistem mutu, (2) audit sistem MONEV (monitoring dan evaluasi), (3) sistem peningkatan mutu internal dan eksternal, (4) keterlibatan partisipasi masyarakat dan kepercayaan stakeholders,(5) peningkatan animo peserta didik (input).

Temuan formal penelitian adalah, kepala sekolah dalam mengembangkan budaya organisasi menggunakan model kepemimpinan visioner, supportive participative, empowering, habitualisasi berbasis excellent of culture tradition dan management of quality control.

ENGLISH:

The development of organizational culture at school cannot be separated from the contribution of the principal leadership as the main actor that establish and manage the school society. Headmaster as a leader and manager. Both of roles, it can directly establish the school culture effectively. This study aims to analyze and discover: 1) actualization organizational cultural values that developed. 2) the efforts of principal leadership in developing organizational culture. 3) the impacts of principal leadership/madrasah in developing the organizational culture to the achievementat MAN 1 and SMAN 2 Jember.

This study uses a qualitative research approach, case study with multi-cases design.The data collection uses in-depth interviews, participant observation and documentation. The data analysis uses data reduction technique, display data and data verification through individual and cross-case. Credibility of the data is checked through four criteria, there are: credibility test (extension of attendance technique, observationcontinuously, triangulation, discussions with colleagues), transferability test (certainty data with detail description), dependability test with conduct an audit of research process and confirmability test with conduct a test of research result (certainty data) to give conclusion.

The results of this study indicate that 1) actualization organizational cultural values that developed of quality culture; a) academic excellent; (1) learning quality, (2) competitiveness, (3) achievement. b) quality management; (1) quality service customer, (2) system value and obedient of principle, (3) reward-punishment, (4) creativity, (5) productivity. c) religious culture;(1) the value of behavior, (2) value of obedience, (3) the value of discipline, (4) value of honesty,(5) value of ruh al- jihad, (6) value of provide a model, (7) social value. d) entrepreneurship values, includes: (1) life skills, (2) independent, (3) creativity, (4) success motivation. 2) The efforts of principal leadership in developing organizational culture ; a) articulation of vision and mission of the school, b) function of management, c) development of religious culture values, d) analysis of teachers’ activity and measuring of success with continuous improvementprinciple of P-D-C-A (plan, do, check, act). 3) The impacts of principal leadership/madrasah in developing the organizational culture; a) the headmaster uses living tradition approach andmanagement quality controlwith principle of supportive participative empowering habitually, b) leadership model which supportive participativevisionary that have as a base ofexcellent culture tradition management quality control, c) give the impact to the improvement of achievement; (1) quality system improvement, (2) system audit of MONEV (monitoring and evaluation), (3) internal andexternal quality system improvement, (4) the involvement of participation society and stakeholders belief,(5) students’ interest improvement.

The formal finding of this research is headmasterin developing organizational cultureuses leadership model which visionary of supportive participative empowering habitually that have as a base of excellent culture tradition management quality control.