VOlUME 06 ISSUE 03 MARCH 2023
Adriana Pakendek
Faculty of Law, Universitas Madura, Jl. Raya Panglegur No. Km 3.5, West, Panglegur, Kec. Tlanakan, Pamekasan Regency, East Java 69371, Indonesia
DOI : https://doi.org/10.47191/ijsshr/v6-i3-37Google Scholar Download Pdf
ABSTRACT
The general objective of this study was to determine the influence of the principal's leadership, namely leader trait, leader capability and Leader Style on teacher performance in Pamekasan 1st State Sinior High School. The specific objectives are: 1) To determine the influence of the principal's leadership factors, namely the leader trait, leader capability and Leader Style on teacher performance at Pamekasan 1st State Sinior High School; 2) To find out the performance of teachers in Pamekasan 1st State Sinior High School. The type of research used is descriptive using multiple linear regression models. The location of the research was conducted at Pamekasan 1st State Sinior High School. With a population of all teachers in Pamekasan 1st State Sinior High School, the technique used is probability sampling with simple random sampling technique, where the sampling of members of the population is done randomly without regard to strata in the population (homogeneous); The sample size is 59 teachers with an error rate of 5%, so the number of samples in this study is 51 teacher. Data is collected through a list of questions (questionnaire/questionnaire). From the results of the study it can be concluded: 1) There is an influence of the principal's leadership factors, namely the leader trait, leader capability and Leader Style simultaneously have a significant effect on teacher performance in Pamekasan 1st State Sinior High School, and 2) There is an influence of leadership factors the principal, namely leader style partially influences the teacher performance in Pamekasan 1st State Sinior High School where leader style is a leadership factor that has a dominant influence on teacher performance in Pamekasan 1st State Sinior High School. But the leader trait and leader capability partially did not affect the teacher performance in Pamekasan 1st State Sinior High School.
KEYWORDS:Leader Trait, Leader Capability. Leader Style, Teacher Performance
REFERENCES
1) Afrizal, A. 2015. Pengaruh leadership style terhadap Motivasi kerja dan kepuasan kerja serta Dampak pada kinerja karyawan (Studi Kasus BMT Bina Ihsanul Fikri Yogyakarta). Jurnal Ekonomi Syariah Indonesia. Volume V, Nomor 2, Pages 151 – 170.
2) Agustina, S. Djasmi, and I. Suntoro. 2016. Pengaruh Kepemimpinan Principal Iklim Teacher’s performance Terhadap Mutu Pendidikan Lampung Tengah. Jurnal Manajemen Mutu Pendidikan. Volume 4, Nomor 1, Pages 1-16.
3) Arikunto, S. 2010. Prosedur Penelitian Suatu Pendekatan Praktik. Jakarta: Rineka Cipta.
4) Armandi, B., Oppedisano, J. & Sherman, H. 2003. Leadership theory and practice: a ―case in point, Management Decision, 41(10), 1076–1088.
5) Brown, K. M. 2004. Leadership for social justice and equity: Weaving a transformative framework and pedagogy. Educational Administration. Quarterly, 40(1), 77–108.
6) Chen, Y. G. 2017. Exploring Differences from Principals’ Leaderships and Teachers’ Teaching Performancesin Publicand Private Schools. The Journal of International Management Studies, Volume 12, Nomor2, Pages 65-81.
7) Chin, R. 2015. Examining teamwork and leadership in the fields of public administration, leadership, and management. Team Perform. Manage. 21, 199–216.
8) Crant, J. M., & Bateman, T. S. 2000. Charismatic leadership viewed from above: the impact of proactive personality. Journal of Organizational Behaviour, 21(3), 63-75.
9) Danim, S., 2010. Profesionalisasi dan etika profesi guru. Bandung: Alfabeta.
10) De Hoogh A. H. B., Den Hartog D. N., Koopman P. L. 2005. Linking the big five-factors of personality to charismatic and transactional leadership; perceived dynamic work environment as a moderator. Journal of Organizational Behaviour 26(2), 839-865.
11) Deborah, M. N. 2016. Rethinking professional learning for teachers and school leaders, Journal of Professional Capital and Community, 1(4), 270-285.
12) Dotson, V. 2008. Promoting Inclusive Education through Teacher Leadership Teams: A School Reform Initiative.Journal of School Leadership. Volume 18, Nomor 3, Pages 344-373.
13) DuBrin, A. J. 2012. Leadership: Research Findings, Practice, and Skills. Cengage Learning, 35(3), 267-269.
14) Gill, R. 2012. Theory and Practice of Leadership. Roger Call, 23(2), 171-172.
15) Gumilar, G. G. and T. Munzir. 2018. Pengaruh Leadership style Principal Terhadap Teacher’s performance SMA Global Indo-Asia Batam. Dimensi, Volume 7, Nomor 2, Pages 255-266.
16) Hackman, P., and Johnson, C. E. 2009. Leadership: A Communication Perspective, 5th Edn. Long Grove, IL: Waveland Press.
17) Hallinger, P., & Bryant, D. 2013. Mapping the Terrain of Educational Leadership and Management in East Asia. Journal of Educational Administration, 51(5), 618–637.
18) Haq, S. 2011. Ethics and leadership skills in the public service. Procedia-Social and Behavioral Sciences, 15(1), 2792-2796.
19) Hasibuan, M. S. P. 2007. Manajemen Sumber Daya Manusia. Jakarta: Penerbit PT. Bumi Aksara.
20) Imhangbe, O., Okecha, R., and Obozuwa, J. 2019. Principals’ leadership styles and teachers’ job performance: evidence from Edo State, Nigeria. Educ. Manage. Adm. Leadership 47, 909–924.
21) John, C.M. (2002). Million Leaders Mandate. Notebook One. Equip Publishers.
22) Judge, T. A., Bono, J. E. 2000. Five-Factor Model of personality and transformational leadership. Journal of applied psychology, 85(3), 751-765.
23) Karabina, M. 2016. The Impact of Leadership Style to the Teachers’ Job Satisfaction. European Journal of Education Studies. Volume 2, Nomor 3, Pages 81-94.
24) Lasyanti. 2018.Pengaruh Faktor-Faktor Leadership style Principal Terhadap Prestasi Kerja Guru di Gugus Wiyata Mandala Kecamatan Pasir Penyu District Indragiri Hulu. Jurnal Manajemen dan Teknologi Pendidikan. Volume 4, Nomor 4, Pages 527 – 544.
25) Lee, M. C. C., Idris, M. A., and Tuckey, M. 2019. Supervisory coaching and performance feedback as mediators of the relationships between leadership styles, work engagement, and turnover intention. Hum. Resource Dev. Int. 22, 257–282.
26) Luthans, F. 2005. Organizational Behavior. Seventh Edition. NewYork: McGraw-Hill Inc.
27) Maqbool, S., Ismail, S., Maqbool, S., and Zubair, M. 2019. Principals’ behavior and teachers’ performance at secondary schools in rural area of Pakistan. Int. J. Acad. Res. Bus. Soc. Sci. 9, 788–801.
28) Mehdinezhad, V. and M. Mansouri. 2016. School Principals’ Leadership Behaviours and its Relation with Teachers’ Sense of Self-Efficacy. International Journal of Instruction, Volume 9, Nomor 2, Pages 51-60.
29) Muijs, D. 2011. Leadership and organizational performance: From research to prescription? International Journal of Educational Management, 25(1), 45-60.
30) Mulyasa, E., 2012. Manajemen dan kepemimpinan kepala sekolah. Jakarta: PT Bumi Aksara.
31) Mulyasa, E. 2007. Standar Kompetensi dan Sertifikasi Guru. Bandung: PT. Remaja. Rosdakarya.
32) Nanson, P.K. 2010. Leadership Styles and Teachers’ Performance in Secondary School in Nakaseke District. (Unpublished MA Thesis), Kampala: Makerer University.
33) Northouse, P. G. 2018. Leadership: Theory and Practice, 8 Edn. Thousand Oaks, CA: Sage Publication.
34) Nurani, R. T. and A. Sarino. 2017. Peran Kepemimpinan Principal dan Motivasi Kerja Dalam Meningkatkan Teacher’s performance Sekolah Menengah Kejuruan.Jurnal Pendidikan Manajemen Perkantoran. Volume 2, Nomor 1, Pages 298-309.
35) Phuc, T. Q. B., Parveen, K., Tran, D. T. T., and Nguyen, D. T. A. 2021. The linkage between ethical leadership and lecturer job satisfaction at a private higher education institution in Vietnam. J. Soc. Sci. Adv. 2, 39–50.
36) Rukmana, A. 2018. Pengaruh Leadership style Principal dan Motivasi Kerja Guru Terhadap Teacher’s performance (Survey Pada Madrasah Tsanawiyah Swasta/MTsS yang ada di Kecamatan Tanjungsari Sumedang).Coopetition. Volume 9, Nomor 1, Pages 77 – 93.
37) Saleem, A., Aslam, S., Yin, H. B., and Rao, C. 2020. Principal leadership styles and teacher job performance: viewpoint of middle management. Sustainability 12, 3390.
38) Siagian. S. P. 2002. Kepemimpinan Organisasi & Perilaku Administrasi. Jakarta: Penerbit Gunung Agung.
39) Silva, A. 2014. What do we know about leadership? Journal of Business Studies Quarterly, 5(4), 1-4.
40) Somech, A. and M. Wenderow. 2006. The Impact of Participative and Directive Leadership on Teachers’ Performance: The Intervening Effects of Job Structuring, Decision Domain, and Leader-Member Exchange. Educational Administration Quarterly. Volume 42, Nomor 5, Pages 746-772.
41) Sugiyono. 2010. Metode Penelitian Pendidikan Pendekatan Kuantitatif, kualitatif, dan R&D. Bandung: Alfabeta.
42) Sumiarsih, I. 2017. Pengaruh Kepemimpinan Participatory dan Learning Organization Terhadap Kinerja Dengan Psychological Empowerment Sebagai Pemediasi pada Guru IPA SMP Se-Provinsi Jawa Tengah dan DIY. Jurnal Ekonomi, Bisnis, dan Akuntansi (JEBA) Volume 19, Nomor 04, Pages 1-19.
43) Undang-undang Republik Indonesia Nomor 14 Tahun 2015 Tentang Guru dan Dosen. Bandung: Citra Umbara.
44) Wachira, F. M., M. Gitumu, and Z. Mbugua. 2017. Effect of Principals’ Leadership Styles on Teachers’ Job Performance in Public Secondary Schools in Kieni West Sub-County.International Journal of Humanities and Social Science Invention.Volume 6, Nomor 8, Pages 72-86.
45) Winardi. 2000. Kepemimpinan dalam Manajemen.Jakarta: Rineka Cipta.
46) Yasmin, F., Imran, M., and Sultana, M. 2019. Effects of principals’ leadership styles on teachers’ performance at secondary schools in dera ismail khan. Glob. Soc. Sci. Rev. 4, 281–286.
47) Zaccaro, S. J., Kemp, C., & Bader, P. 2004. Leader Traits and Attributes: The Nature of Leadership. Thousand Oaks, CA: Sage Publications. religiosity: An indicator of employee performance in the education sector. Int. J. Innov. Creativity Change 13, 391–409.