The Madrasah Head's Strategy in Developing Radhiatul Adawiyah Mangga Tiga Makassar Madrasah Aliyah

EDUSOSHUM Journal of Islamic Education and Social Humanities Vol. 5, No. 1, April 2025, pp. 141-149 ISSN 2776-5229 1 141 The Madrasah Head's Strategy in Developing Radhiatul Adawiyah Mangga Tiga Makassar Madrasah Aliyah Eva Sri Rohani1, Muh. Natsir2, Fita Dewi Yuniar3, Rosika Indri Karadona4 1-4 Sekolah Tinggi Agama Islam Al-Furqan Makassar2776-5229 *Corresponding author: ARTICLE INFO Article history Received July 03, 2025 Revisied July 10, 2025 Accepted July 10, 2025 Keywords: Strategy, Head of the madrasah, Development of the madrasah. ABSTRACT This research focuses on the Strategy of the Head of Madrasah Aliyah Radhiatul Adawiyah Mangga Tiga Makassar. This research aims to: (1) To analyze the strategy of the head of madrasah in the development of Madrasah Aliyah Radhiatul Adawiyah Mangga Tiga Makassar, (2) To identify the supporting and inhibiting factors in the development of Madrasah Aliyah Radhiatul Adawiyah Mangga Tiga Makassar. The problem formulations are: (1) What is the strategy of the Head of Madrasah in the Development of Madrasah Aliyah Radhiatul Adawiyah Mangga Tiga Makassar? (2) What are the Supporting and Inhibiting Factors in the Development of Madrasah Aliyah Radhiatul Adawiyah Mangga Tiga Makassar? Can the head of madrasah's strategy develop the madrasah in accordance with the arrangements made by the head of madrasah or the madrasah itself? This research uses a qualitative approach, and the approach used is a case study approach that only focuses on the madrasah. Data collection was carried out using observation, interview, and documentation methods. The collected data is then processed through data reduction, data presentation, and conclusion drawing. From the research results, it can be concluded that. The results showed that the head of madrasah implemented several main strategies, namely: (1) formulating the vision and mission of the madrasah in a participatory manner; (2) improving the quality of teachers through routine training and internal coaching; (3) improving facilities and infrastructure gradually according to needs; (4) building partnerships with the community, madrasah committee, and external institutions; (5) as well as instilling a religious culture and discipline in all madrasah members. These strategies have proven effective in the development of Madrasah Aliyah Radhiatul Adawiyah Mangga Tiga Makassar. 1. INTRODUCTION The Head of Madrasah's strategy in developing the madrasah is very important because it can influence the success or failure of the madrasah development system itself. The Head of Madrasah, as a policy maker in madrasah education, is required to act as a motivator, encouraging, pioneering, and consolidating, as well as an administrator (Amin, 2023). Madrasah Aliyah Radhiatul Adawiyah Mangga Tiga Makassar is an educational institution in the city of Makassar that has carved out many achievements, both academic and non-academic. These outstanding achievements are certainly thanks to the hard work of all elements of the madrasah. However, according to the researcher's observations, this is inseparable from the role of the Head of Madrasah Aliyah Radhiatul Adawiyah Mangga Tiga Makassar itself, because the Head of Madrasah EDUSOSHUM Journal of Islamic Education and Social Humanities Vol. 5, No. 1, April 2025, pp. 141-149 ISSN 2776-5229 2 142 determines the policies in the madrasah and also implements strategies for the development of education in the madrasah. Education in Indonesia today is inseparable from the influence of madrasah principals in managing educational unit organizations. Leadership is a key factor in determining the success or effectiveness of an educational institution (Karadona & Sari, 2025). However, the phenomenon of educational decentralization often becomes an obstacle for madrasah principals in carrying out their leadership at the educational unit level (Budiatmaja et al., 2022). Consequently, madrasah development efforts will find it difficult to achieve optimal educational quality if not accompanied by strong and strategic leadership. In the context of policymaking, every government in Indonesia must better understand and refer to applicable regulations to produce qualified madrasah principals (Sagala & Sos, 2016). Madrasah development itself is a direct consequence of changes and developments in various aspects of life. The demands for these developments are an important prerequisite in facing the challenges and dynamics of the world of education. Therefore, madrasah development is essential to create Indonesian human resources who are intelligent, virtuous, and able to live peacefully in an ever-evolving society (Ambiya et al., 2021). The leadership ability of the Madrasah Head is a primary factor that needs to be developed immediately. Currently, it already indicates that the Madrasah Head's ability is still relatively low (Mulyasa, 2022). Madrasah Heads tend to only handle administrative matters, monitor teacher attendance, or make reports to supervisors, and have not yet demonstrated a role as professional leaders. The selection of Madrasah Aliyah Radhiatul Adwiyah Mangga Tiga Makassar as a research location is based on various considerations, including the fact that Madrasah Aliyah Radhiatul Adawiyah Mangga Tiga Makassar has an excellent program of directing and guiding students with joint prayers, tahfidz programs, and tilawah, in order to become pious, intelligent, and skilled individuals. From these findings, it can be seen that the success of the students of Madrasah Aliyah Radhiatul Adawiyah Mangga Tiga Makassar in realizing a superior, exemplary, and high-achieving institution is inseparable from the excellence of the Madrasah Head in leading. The Madrasah Head is placed as the driving force and occupies a central position in an effort to realize the madrasah's obsession to become a superior madrasah and always strives to develop and improve its educational facilities. 2. METHODS This research employs a qualitative research type with a phenomenological approach, aiming to describe the strategies of the Head of Madrasah Aliyah Radhiatul Adawiyah Mangga Tiga Makassar. Qualitative research, according to (Kusumastuti & Khoiron, 2019), aims to understand objects in depth and comprehensively through the collection and analysis of descriptive data in the Eva Sri Rohani et.al (The Madrasah Head’s Strategy) EDUSOSHUM Journal of Islamic Education and Social Humanities Vol. 5, No. 1, April 2025, pp. 141-149 ISSN 2776-5229 3 143 form of words, writings, or observed behaviors. The phenomenological approach was chosen because the research focuses on only one location, namely Madrasah Aliyah Radhiatul Adawiyah. This research was conducted at Jl. Poros Mangga Tiga Permai Blok C2/10, Pacerakkang Village, Biringkanaya District, Makassar. The location was chosen based on initial observations indicating that this madrasah plays an active role in its institutional development. The da (...truncated)