Peran Kepala Madrasah dalam Penerapan Gaya Kepemimpinan Transformasional di Madrasah Ibtidaiyah Negeri Tempel Yogyakarta

Abstract

This study aims to determine the principal role in the implementation of transformational leadership style in Yogyakarta Tempel MIN. This research is using descriptive qualitative approach, Decision subjects in this study can be done using purposive sampling technique. Subjects to be taken in this study is the Principals, MIN Tempel Yogyakarta. The data was collected using a, 1) observation, 2) Interview and 3) Documentation. The third way is done to obtain the data and information that can really be trusted, in-depth and objective. Analysis of the data used is through the stages of data reduction, data display and conclusion drawing/verification. The three activities are intertwined activities in the time before, during, and after the collection of data in a form that is parallel to build a general insight into the so-called analysis. To obtain validity of the data the authors use a triangulation technique is a technique that utilizes data checking something else out that data for checking purposes or for comparison of data. Based on the results of research and analysis on the principal's role in the implementation of transformational leadership style in MIN Paste seen from four aspects, the first aspect of the ideal principal effect is shown by example as well as careful planning related programs have been proposed, both aspects that inspire motivation, capable packing and delivering the vision and mission of madrassas well attract, motivate teachers to improve the quality of self, a third aspect of the intellectual stimulation, the indicator is able to review the assumptions that existed before, this is done by involving all the principal existing teachers to redefine the vision Paste MIN mission, forming a new vision and mission for the madrasas in order to meet our goals become a flagship madrasa, fourth is the consideration of individual, principal openness to ideas and suggestions, trying to meet the needs of existing human resources and appreciate any difference in the madrassa.