Authentic Leadership Model in the Management of Modern Islamic Boarding School

Purpose The purpose of this paper is to examine the extent to which each dimension of authentic leadership (AL) is related with employee organizational commitment (OC) and assessment of leadership effectiveness for employees in Nigeria and to investigate the moderating effects of contingent reward leadership behaviors on these relationships. By testing the dimensions of AL with employee outcomes, this study provides further validity and empirical evidence to the theoretical structure of AL theory across cultures. Design/methodology/approach This empirical study used cross-sectional survey data collected from a sample of 212 Nigerian employees from 16 organizations across various sectors. Findings The results of hierarchical regression analysis of this study showed a positive relationship between AL behaviors and the outcome variables of OC and perceived leader effectiveness (LE) among Nigerian employees. The moderation result shows that the leader’s contingent reward behaviors reduce the effects of the internal moral perspective dimension of AL. As authentic leaders interact with followers and followers experience high levels of moral and ethical behaviors, contingent rewards become less important to followers. Practical implications Leadership effectiveness and OC are desirable organizational outcomes across cultures. From a practical standpoint, the results indicate several authentic dimensions are related to OC and leadership effectiveness among Nigerian employees. This extends the applicability of AL into the African countries. Particularly, it provides additional insight into a contemporary leadership model that can positively impact the leadership development in Nigeria. While the interactive effects of contingent reward were limited, they do suggest that some combinations of behaviors should be considered to effectively meet situational needs. Originality/value This is the first study that examines the relationship of the components that constitute AL with OC and perceived LE in the context of Nigeria, a major African nation.

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The Syuro-Participative Leadership in Al-Qur’an-Based Pesantren in the Disruption Era

Ta dib ◽

10.31958/jt.v24i2.3069 ◽

2021 ◽

Vol 24 (2) ◽

pp. 15

Author(s):

Muh. Mustakim ◽

Ahmad Salim ◽

Kana Safrina Rouzi ◽

Ruwet Rusiyono ◽

Desy Khusna Nurmaida

Keyword(s):

Boarding School ◽

Major Influence ◽

Participative Leadership ◽

Leadership Model ◽

Leadership Models

This study discussed the renewal of leadership models in Al-Qur'an-based pesantren. Leadership in pesantren has a major influence on its development and existence. Ibn Abbas Islamic Boarding School is interesting to study because it is modern managed. This is a case study to examine in depth the developed leadership model. The data were collected through observation, documentation, and interview, and analyzed using the Miles Huberman triangulation model, so that the results were in the form of abstractions showing their novelty. Pesantren Ibnu Abbas Klaten is led by a director who acted as a manager as well as mufti and kyai. The director supervises three educational units; the pesantren, the santri, and the school unit, which each led by a chief. Even though a director (or Kyai) has full leadership rights, the "syuro-participative" leadership model is implemented in regular meetings every week, and the deliberation results showing the participation of each existing institution. This indicated that the highest forum is at the leadership meeting, not unilaterally by the Kyai.

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PENGARUH MODEL KEPEMIMPINAN KEPALA MADRASAH TERHADAP PENINGKATAN KINERJA DAN DISIPLIN GURU

TARBAWI : Jurnal Pendidikan Agama Islam ◽

10.26618/jtw.v1i2.370 ◽

2017 ◽

Vol 1 (2) ◽

pp. 167-175

Author(s):

St Muthaharah

Keyword(s):

Data Analysis ◽

Work Performance ◽

Sampling Technique ◽

Boarding School ◽

Reliability Test ◽

Simple Linear Regression ◽

Leadership Model ◽

Saturated Sample ◽

Improved Performance ◽

Test For Normality

Tujuan penelitian ini adalah untuk menemukan dan menganalisis pengaruh Model Kepemimpinan Kepala Madrasah terhadap peningkatan Kinerja dan Disiplin Guru. Jenis penelitian yang digunakan bersifat deskriftif kuantitatif, yang beralokasi di Kelurahan Ereng-Ereng Kecamatan Tompobulu Kabupaten Bantaeng. Teknik pengambilan sampel yaitu sampel jenuh sebanyak 20 subjek. Teknik pengumpulan data melalui observasi, koesioner, interview, dan dokumentasi. Analisis data dengan langkah-langkah berupa validitas, realibilitas, uji normalitas, linearitas dan uji hipotesis dengan menggunakan rumus regresi linier sederhana dengan SPSS 17 for Windows.Berdasarkan hasil analisis data yang dilakukan, maka nilai signifikansi yang diperoleh 0,000, sedangkan nilai resquare menunjukkan 0,53 artinya terdapatpengaruh model kepemimpinan kepala madrasah terhadap peningkatan kinerja dan disiplin guru di Madrasah Aliyah Pondok Pesantren KH. Ahmad Dahlan Muhammadiyah Ereng-Ereng Kabupaten Bantaeng sebesar 53%. Adapun 47 % kinerja dan disiplin guru dipengaruhi oleh faktor-faktor yang lain.Kata kunci: Model Kepemimpinan, Kepala Madrsah, Kinerja dan Disiplin GuruThe purpose of this study is to find and analyze the effect Principals Leadership Model to increase performance and Discipline Teachers). This type of research is descriptive quantitative, which is located in Ereng-ereng District of Tompobulu Bantaeng. Sampling technique that saturated sample of 20 subjects. Technique of collecting data through observation, questioner, interview, and documentation. Analysis of data by measures such as validity, reliability, test for normality, linearity and hypothesis testing using simple linear regression formula with SPSS 17 for Windows. Based the results of the data analysis, the significant value gained 0,000, while the value of r square shows 0 , 53 means that ifluence headmaster leadership model to the improved performance and discipline of teachers in Madrasah Aliyah boarding school KH. Ahmad Dahlan Muhammadiyah Ereng-ereng, Bantaeng by 53%. As for the 47% performance and teachers discipline inflenced by other factors.Keywords: Leadership Model, Head Master of Madrasah, Work Performance and Teachers Discipline

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Authentic Leadership in HRD—Identity Matters! Critical Explorations on Leading Authentically

Advances in Developing Human Resources ◽

10.1177/1523422317728731 ◽

2017 ◽

Vol 19 (4) ◽

pp. 350-361 ◽

Cited By ~ 8

Author(s):

Julia Storberg-Walker ◽

Rita A. Gardiner

Keyword(s):

Human Resource Development ◽

Human Resource ◽

Authentic Leadership ◽

Power Dynamics ◽

Special Issue ◽

Leadership Model ◽

Diversity And Inclusion ◽

Theoretical Assumptions ◽

Leadership Diversity ◽

Ways Of Being

The Problem Authentic leadership (AL) has been viewed as an attractive leadership model to combat destructive forms of leadership. On a simple level, it is difficult to argue against authenticity when leading and developing leaders. However, on a deeper level, many scholars have challenged the ideas supporting authentic leadership to highlight the model’s theoretical assumptions and implicit values. Of the critiques, one of the most relevant challenges for HRD (Human Resource Development) is the critique based on identity because this critique aligns with HRD’s focus on diversity and inclusion. The problem is that HRD researchers and practitioners need to understand more about how authentic leadership, as described typically in scholarly and practitioner journals, homogenizes the workplace and discounts diverse ways of being authentic. The Solution The articles in this Special Issue offer a variety of different perspectives on the connection between authentic leadership and identity to make transparent the hidden assumptions, power dynamics, and contextual forces at play. When these unexamined and implicit factors are considered, HRD scholars and practitioners will be in a better position to promote diversity and inclusion in the workplace, as well as in teaching, research, and service. The Stakeholders Researchers and practitioners interested in authentic leadership, diversity and inclusion, and power.

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Leadership Model in Integrated Islamic Educational Institutions

Jurnal Pendidikan Islam ◽

10.14421/jpi.2017.62.331-348 ◽

2017 ◽

Vol 6 (2) ◽

pp. 331

Author(s):

Imam Makruf

Keyword(s):

Public Relations ◽

Nonformal Education ◽

Educational Institution ◽

Boarding School ◽

Islamic Education ◽

Educational Institutions ◽

Curriculum Management ◽

Leadership Model ◽

Transformational Model ◽

Implementation Models

Leadership has an important role in the educational institutions. The increasing number of implementation models of integrative Islamic education institutions demand greater competence of the leaders in order to perform their duties effectively. The most complex integrative Islamic educational institution model is developed based on boarding school by integrating formal and nonformal education as well as cross ladder as developed by Al Mukmin Islamic Boarding School (PPIM) Ngruki and modern boarding schools in general. The result of this study shows that the effective leadership model of an integrative Islamic educational institution is a democratic-transformational model. This model needs the institutional leaders to have professional, personal, social, and spiritual competences. The integration of the educational institutions management should be done thoroughly starting from the integration of curriculum management, human resources, infrastructure, financing, public relations and marketing, and other aspects.

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The “great man” Theory dalam Perspektif Islam: Kontribusi Kepemimpinan Islam untuk Memberdayakan Collective Leadership di Pondok Pesantren Riyadlul Jannah Mojokerto

JEBDEER Journal of Entrepreneurship Business Development and Economic Educations Research ◽

10.32616/jbr.v2i2.236 ◽

2020 ◽

Vol 2 (2) ◽

pp. 1-14

Author(s):

Joko Wiyono

Keyword(s):

Word Meaning ◽

Boarding School ◽

Collective Leadership ◽

Leadership Model ◽

History Of ◽

Descriptive Approach ◽

Root Word ◽

The Right ◽

Islamic Leadership ◽

Do So

Islam provides a reality-based understanding of leadership in organizations (Jamaah) and society (muamalah). The purpose of this research is to analyze the contribution of Islamic leadership to empower collective leadership through leader-driven enterprises in Riyadlul Jannah Mojokerto Islamic Boarding School. This research uses a qualitative analytic descriptive approach. Data collection was done by using documentation study technique. Data analysis using qualitative analysis approaches and techniques. The results of the research can be concluded as follows: 1) In the history of Islam, the term "Imam" refers to anyone who moves in front of and is followed, whether in prayer, jihad, Hajj or in any form of political and social participation, and has the right to do so or not. . Imam is equivalent to ruler, followed by, leader, and head of "Wilayah" and "Wali" (governor general) taken from the same root word, meaning ruler, amir, and governor. "Emirate" (possession of command) also means the rulers, rules and governments that have changed life and the way of living it in the future, namely the spiritual value of faith. 2) The Islamic leadership model cannot be separated from the participatory/consultative (autocratic-shura) style if you want to follow the spirit and essence of Islam. The concepts of Ijtihad and Shura (musyawarah, dialog) are expressions of a dialogical consultative model such as (Qs. Asy Syuura [42]: 38) which emphasizes the importance of this approach to engaging with differences with a deliberative framework by demanding that believers obey their leaders. (Surah An Nisaa '[4]: 59) with a prophetic-caliphal model of leadership. this style includes personalism, individualism, lack of institutions, and the importance of "great man"

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The Leadership of Kyai in Islamic Boarding School (A Study of Islamic Boarding School in Jambi)

AL-TA LIM ◽

10.15548/jt.v22i1.113 ◽

2015 ◽

Vol 22 (1) ◽

pp. 88-95

Author(s):

Kasful Kasful

Keyword(s):

Boarding School ◽

Board Of Trustees ◽

School Leader ◽

Leadership Model ◽

Election System ◽

Research Findings ◽

Mission Management ◽

The Government ◽

Leadership Pattern

This study was conducted based on the problem of kyai leadership pattern in Islamic boarding school in Jambi which is considered as paternalistic and centralistic. The study was aimed at exploring the effectiveness of kyai leadership at Islamic boarding schools in Jambi dealing with the following questions: 1) What kind of system is applied in the election of Islamic boarding school leader? 2) What kind of leadership model used in Islamic boarding school Jambi? 3) What is the effectiveness of the kyai leadership in relation with the vision, mission, management, and policy maker of that school? 4) What were the roles of kyai as the leader of Islamic boarding school among the society? Qualitative design was used in this study and purposive sampling was employed to determine the respondents. Observation, interview and documentation were used to collect the data. It was found that: 1) The Islamic Boarding School of Nurul Iman applied deliberation and consensus system leader in which teachers, board of trustees and coordinator of Pecinan are participating in when electing the leader and the model of leadership in this school is charismatic. The As’ad School leader’s election was based on family-tree system and the model of leadership in this school was paternalistic. In PKP Al-Hidayah, the leader is elected directly by the government of Jambi province as the owner of the school. 2) In general, the model of leadership applied in Islamic boarding school in Jambi was collective-passive model because generally Islamic boarding school at Jambi are under the management of particular foundation.3) The leadership of kyai is not effective because the management system applied was not effective. 4) The role of kyai among the society ran harmoniously. Based on the research findings, democratic and open election system are recommended in Islamic boarding school leader election to respect individual right to consider leader’s credibility, quality and acceptability. Copyright © 2015 by Al-Ta'lim All right reserved

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MODEL PEWARISAN KEPEMIMPINAN DZURRIYYAH DI PESANTREN SITUBONDO DAN PROBOLINGGO

Edupedia ◽

10.35316/edupedia.v3i1.319 ◽

2018 ◽

Vol 3 (1) ◽

pp. 45-53

Author(s):

Mahfudz Sidiq

Keyword(s):

Community Service ◽

School Environment ◽

Boarding School ◽

Managerial Leadership ◽

Leadership Model ◽

Gas Stations ◽

Inheritance Model

Substantive findings show: First, the model of leadership inheritance of each dzurriyyah; charismatic, managerial, and transcendent-transformative, by: a) introducing their regeneration to the guest who visitingIslamic boarding school, b) oblige potential alumni settled in Islamic boarding school environment, c) developing managerial leadership model,d) determining regulation and policy of Islamic boarding school through transcendent approach. For maintain the sustainability of two Islamic boarding school, the leadership model used byKiai is keeps the dzurriyyah line, with priority; a) sons, b) dzurriyyah directly, c) the nearest immediate offspring, and d) the nearest indirect offspring. Second, the inheritance model in maintain the quality of knowledge of kiai, based on the principles including: a) maintainingthe continuity of teacherswith their predecessors, b) maintaining the continuity of place where the study of his predecessors, c) building, perfecting, and developing Islamic boarding school institution. Third, the networking model in Islamic boarding schoolinstitution by several ways involve:a) build strategic places such as hotels in Makkah, restaurants, establish relationships with various state ministries, and maintain the heritage of Islamic boarding school, b) build a place for community service and empowerment such as gas stations, fishing boats, a mediator of tobacco farmers with PT Gudang Garam, and establish relationships with Islamic boarding school’s givers.

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The impossibility of the ‘true self’ of authentic leadership

Leadership ◽

10.1177/1742715011416894 ◽

2011 ◽

Vol 7 (4) ◽

pp. 463-479 ◽

Cited By ~ 86

Author(s):

Jackie Ford ◽

Nancy Harding

Keyword(s):

Object Relations ◽

Authentic Leadership ◽

Object Relations Theory ◽

Leadership Studies ◽

True Self ◽

Leadership Model ◽

Critical Leadership ◽

Critical Leadership Studies ◽

Individual Self ◽

Core Self

‘Authentic leadership’ is increasingly influential, with its promise to eliminate, and thus surpass, the weaknesses of previous models of leadership. This article uses object relations theory to argue, firstly, that authentic leadership as an indication of a leader’s true self is impossible and, secondly, that attempts at its implementation could lead to destructive dynamics within organizations. The authentic leadership model refuses to acknowledge the imperfections of individuals and despite its attestations to seeking ‘one’s true, or core self’ ( Gardner et al., 2005 : 345), it privileges a collective (organizational) self over an individual self and thereby hampers subjectivity to both leaders and followers. The paper thus contributes to emerging critical leadership studies by introducing the psychoanalytic approach of object relations theory to the study of leadership.

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