Transformational Leadership Interaction In Developing Personnel Quality At Ma'had An-Nahla Lhokseumawe City

Ál-fâhim: Jurnal Manajemen Pendidikan Islam Volume 5 No. 2. March-September 2023 ISSN: 2656-226X; E-ISSN: 2656-6036 DOI: 10.54396/alfahim.v5i2.764 Transformational Leadership Interaction In Developing Personnel Quality At Ma'had An-Nahla Lhokseumawe City Candra Rahmat Sanjaya1, Almuhajir2, Rahmy Zulmaulida3 1,2,3 IAIN Lhokseumawe Aceh 2 (correspondence), Abstract: This study aims to explain the interaction of transformational leadership in developing the quality of personnel at Ma'had An-Nahla Lhokseumawe City. This research is a type of qualitative field research with a descriptive approach. The data needed in this study are narrative and descriptive data sourced from research subjects namely Ma'had Leaders, Principals, Teachers, and Administrative Personnel with data collection techniques of interviews, observation, and documentation as well as analysis techniques consisting of data presentation, data reduction, and conclusion drawing. The results showed that the interaction of transformational leadership in developing the quality of personnel of principals, teachers and administrative staff at Ma'had An-Nahla consisted of: gaining respect from subordinates, believing in others, building challenges within the organisation, providing motivation, group spirit, showing the leader's efforts to encourage subordinates to be more innovative and creative, and all individuals get special attention. Keywords: Interaction, Transformational Leadership, Personnel Quality Abstract: Penelitian ini bertujuan untuk menjelaskan interaksi kepemimpinan transformasional dalam mengembangkan kualitas personalia di Ma’had An-Nahla Kota Lhokseumawe. Penelitian ini merupakan jenis field research yang bersifat kualitatif dengan pendekatan deskriptif. Data yang dibutuhkan dalam penelitian ini adalah data berbentuk narasi dan deskriptif yang bersumber dari subjek penelitian yaitu Pimpinan Ma’had, Kepala Sekolah, Guru, dan Tenaga Administrasi dengan teknik pengumpulan data wawancara, observasi, dan dokumentasi serta teknik analisa yang terdiri dari penyajian data, reduksi data, dan penarikkan kesimpulan. Hasil penelitian menunjukkan bahwa interaksi kepemimpinan transformasional dalam mengembangkan kualitas personalia kepala sekolah, guru dan tenaga administrasi di Ma’had AnNahla terdiri dari: memperoleh rasa hormat dari bawahan, percaya kepada orang lain, membangun tujuan-tujuan yang menantang bagi pengikutnya, memberikan motivasi, semangat kelompok, memperlihatkan usaha pemimpin yang mendorong bawahannya menjadi lebih inovatif dan kreatif, dan semua individu mendapatkan perhatian secara khusus. Kata Kunci: Interaksi, Kepemimpinan Transformasional, Kualitas Personalia |Submitted: June 16, 2023 |Accepted: August 9, 2023|Published: Sept 30, 2023 86 Transformational Leadership Interaction In Developing Personnel Quality Introduction Transformation and adaptation of educational institutions is a must in this era of technology and knowledge.1 The concept of independent learning launched by the government is a facilitator for improving institutional capacity and teacher performance.2 An organisation that continues to learn in the sense of being dynamic and responsive to developments in science and technology increasingly requires leadership that can respond to challenges, renewal and aspirations for change.3 The task of a leader is to influence people to behave in accordance with the vision, mission, core values and core beliefs of the organisation.4 A leader must be easy and adept at placing his leadership style according to the situation and conditions in the field, so that he can put things in place and pursue a common goal easily.5 A leadership style that does not involve subordinates in making decisions will result in disharmonised relationships between the leader and the led.6 Transformational leadership as a process in achieving the wishes of an educational institution by providing direction to increase employee confidence and even pay attention to employees in the process of directing these employees, so it can be said that when leaders are able to transform their employees well, job satisfaction will be felt by employees.7 Transformational leadership is when leaders can motivate the importance of performance value, expand knowledge, and can increase the needs of each organisational resource and encourage organisational change in a better direction to achieve organisational goals.8 Transformational leadership is demonstrated by the leader's ability to change teachers' consciousness, to inspire staff and to 1Masduki Asbari, “Pengaruh Kepemimpinan Transformasional Dan Iklim Organisasi Terhadap Kinerja Dosen,” Jurnal JOCE IP 13, no. 2 (2019): p. 172–86. 2Sherly et al., “Merdeka Belajar: Kajian Literatur In,” UrbanGreen Conference Proceeding Library, 2021, p. 183–90. 3Aan Komariah and Cepi Triatna, “Visionary Leadership: Menuju Sekolah Efektif” (Jakarta: Bumi Aksara, 2006), p. 40. 4Fahmi Khumaini et al., “Kepemimpinan Dalam Pendidikan Islam,” Ál-Fâhim: Jurnal Manajemen Pendidikan Islam 1, no. 2 (2019): p. 1–17. 5Hoerul Ansori, “Solusi Gaya Kepemimpinan Pendidikan Islam Solusi Gaya Kepemimpinan Pendidikan Islam Di Era Modern Hoerul Ansori UIN Sunan Kalijaga Yogyakarta,” AL-FAHIM, Jurnal Manajemen Pendidikan Islam 1, no. 2 (2019): p. 70–89. 6Andrianto, “Kepemimpinan Kepala Sekolah Dalam Implementasi Manajemen Berbasis Sekolah Di SMA Al-Masthuriyah,” Ál-Fâhim: Jurnal Manajemen Pendidikan Islam 2, no. 1 (2020): p. 92–110. 7Jumiran et al., “Pengaruh Dimensi Kepemimpinan Transformasional Terhadap Kepuasan Kerja Dan Komitmen Organisasional: Studi Kasus Pada Dosen Perguruan Tinggi Swasta,” EduPsyCouns: Journal of Education, Psychology and Counseling 2, no. 1 (2020): p. 600–21. 8Khalifatus Sa’adah, Ainol, and Ismatul Izzah, “Kepemimpinan Transformasional Kepala Madrasah Terhadap Implementasi Kurikulum Merdeka Di Probolinggo,” Al-Fahim : Jurnal Manajemen Pendidikan Islam 5, no. 1 (2023): p. 120–35. ÁL-FÂHIM|Jurnal Manajemen Pendidikan Islam 87 Candra Rahmat Sanjaya, Almuhajir, Rahmy Zulmaulida motivate them to achieve high performance voluntarily beyond targets without being coerced by leaders.9 In order for the process of developing the personnel of educational institutions to run smoothly and continuously, it is necessary and required effective leadership, namely a leadership that appreciates the efforts of subordinates, who treats them according to the talents, abilities and interests of each individual, who provides encouragement and directs themselves towards achieving the goals of educational institutions.10 Suryosubroto explained that personnel is a unit of human units that are incorporated into a group that has a common task within the scope of mutually agreed rules.11 Improving the quality of human resources, institutional development, and fostering networks both internally and externally, is very necessary in managing human resources in one of the Islamic Education Institutions, namely (...truncated)