LEADERSHIP STRATEGIES OF THE FOUNDATION CHAIRPERSON IN IMPROVING MADRASAH QUALITY AT MA AL-ISHLAH PULOKULON GROBOGAN
Abstract
This study aims to examine in depth the leadership strategies of the foundation chairperson in improving the quality of madrasah education at MA Al-Ishlah Pulokulon, Grobogan. The focus of the study is directed toward the leadership patterns implemented, the application of leadership strategies in madrasah governance and management, the role of the foundation chairperson in enhancing teacher professionalism, the development of facilities and infrastructure as well as institutional image, and the supporting and inhibiting factors in improving madrasah quality. This research employs a qualitative approach with a case study design. Data were collected through in-depth interviews, participatory observation, and documentation studies, involving research subjects such as the foundation chairperson, madrasah principal, vice principals, teachers, and educational staff. Data analysis was conducted interactively using the Miles, Huberman, and Saldaña model, while data validity was ensured through triangulation and member checking. The findings indicate that the leadership of the foundation chairperson at MA Al-Ishlah Pulokulon, Grobogan is strategic, visionary, participatory, and grounded in Islamic values. These leadership strategies are reflected in the formulation of contextual and long-term–oriented visions and development policies, the strengthening of collaborative madrasah governance, the enhancement of teacher professionalism through structural and moral support, and the gradual and well-planned development of facilities and infrastructure. Furthermore, the foundation chairperson’s leadership contributes to the establishment of a religious and professional work culture and strengthens the institutional image of the madrasah in the public sphere. Supporting factors include strong leadership commitment, alignment of vision between the foundation and the madrasah, and community support, while inhibiting factors consist of limited financial resources, suboptimal data-based evaluation, and disparities in teacher competencies. This study affirms that the quality of the foundation chairperson’s leadership plays a strategic role in improving madrasah quality in academic, managerial, and cultural dimensions..
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