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Kepemimpinan Transformasional Kepala Sekolah Dalam Meningkatkan Mutu Pendidikan Pada Sdn 2 Bungai Jaya Kecamatan Basarang Kabupaten Kapuas

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Kepemimpinan Transformasional Kepala Sekolah Dalam Meningkatkan Mutu Pendidikan Pada Sdn 2 Bungai Jaya Kecamatan Basarang Kabupaten Kapuas ADMINISTRAUS - JURNAL ILMU ADMINISTRASI DAN MANAJEMEN Vol 4 No. 2 – Mei 2020 E-ISSN 2580-9695 Since September 2017 KEPEMIMPINAN TRANSFORMASIONAL KEPALA SEKOLAH DALAM MENINGKATKAN MUTU PENDIDIKAN PADA SDN 2 BUNGAI JAYA KECAMATAN BASARANG KABUPATEN KAPUAS Laliana STIA Bina Banua Banjarmasin [email protected] Ade Hermawan STIA Bina Banua Banjarmasin [email protected] Abstract: This type of research is a qualitative descriptive study with a research location in Basarang District, Kapuas Regency, Central Kalimantan. Data collection techniques used in this study were interviews, observation, and documentation. The informants in this study were farmers in Basarang Subdistrict, Kapuas Regency, Central Kalimantan, which consisted of Balinese and Javanese. As for the key informants in this study are those who know firsthand about how the work culture of farmers in the transmigrant community in improving agricultural productivity, namely the village heads in the Basarang District, Kapuas Regency, Central Kalimantan. Based on the results of the study note that: 1) The application of the work culture values of transmigrant farmers in the District of Basarang Kapuas District has been implemented well, the values of work culture that are applied, among others: a) Discipline, namely behavior that always rests on the rules and norms that apply within and outside the company or the community environment. Discipline includes compliance with laws and regulations, procedures, interacting with partners, and so on; b) Openness, which is the readiness to give and receive true information from and to fellow partners or the community for the common good; c) Mutual respect, which is a behavior that shows respect for individuals, duties and responsibilities of other fellow partners or the community; d) Cooperation, namely the willingness to give and receive contributions from and or to partners in achieving common goals and targets. 2) Aspects that have an influence on the success of farmers in transmigrant communities in Basarang District, Kapuas Regency, Central Kalimantan, include: a) Motivation has an influence on the success of farmers in transmigrant communities in Basarang District, Kapuas Regency. A high work culture is influenced by high motivation. Work culture makes a view and attitude based on values believed by someone. This belief is the motivation for work; b) Environmental/geographical conditions, making the work culture of transmigrant farmers' communities emerge due to the environment that supports people in doing business to be able to manage and benefit, and can even invite pandatang to participate in making a living in that environment. Keywords: Principle Leadership Abstrak: Berdasarkan hasil penelitian diketahui bahwa: 1) Kepemimpinan kepala sekolah SDN 2 Bungai Jaya merupakan tipe pemimpin transformasional yang memiliki empat komponen seperti: 1 Administraus – Jurnal Ilmu Administrasi dan Manajemen Vol 4, No 2 – Mei 2020 - http://ejournal.stiabinabanuabjm.ac.id/index.php/administraus konsiderasi pribadi, stimulasi intelektual, motivasi inspirasional, dan idealisasi pengaruh. Dalam praktik kepemimpinannya, kepala sekolah menjadi figur yang patut dijadikan teladan, menjadi seorang inspritor bagi sekolah. Senantiasa memotivasi dan mendorong bawahannya untuk selalu berinovasi, bekerja keras dan bersikap profesional dalam menjalankan tugas dan kewajiban. Mengajak bawahannya untuk mampu berpikir dengan cara-cara yang baru dalam setiap kegiatan sekolah. Berani merubah status quo untuk kepentingan meningkatkan mutu pendidikan yang lebih baik, senantiasa menumbuhkan loyalitas dan antusiasme dengan penegakan disiplin dan pola penggerakan bawahan berdasarkan kesadaran dalam meningkatkan mutu pendidikan. 2) Perubahan yang dilakukan kepala sekolah yakni di bidang kurikulum, kesiswan, personalia, sarana prasarana, dan hubungan sekolah dengan masyarakat. Proses pengambilan keputusan yang dilaksanakan dilaksanakan secara demokratis. Pengambilan keputusan dilakukan melalui tahapan-tahapan: identifikasi masalah, pengumpulan dan analisa data, pembuatan alternatif keputusan dengan melibatkan semua warga sekolah; proses komunikasi yang dilakukan kepala sekolah berjalan secara efektif dan efisien. Jalur yang digunakannya tidak hanya bersifat formal saja seperti lewat rapat dinas sekolah atau surat edaran, tetapi juga menggunakan jalur non-formal, lewat obrolan-obrolan saat santai di ruang guru waktu jam istirahat. Untuk memperoleh dukungan cara yang dilakukan adalah dengan melibatkan seluruh unsur yang ada disekolah untuk memberikan masukan sehingga muncul sikap peduli dan tanggungjawab terhadap keputusan dan dilibatkan dalam pembuatan keputusan tersebut. Kata Kunci: kepemimpinan transformasional, kepala sekolah, mutu pendidikan Latar Belakang Masalah Kepemimpinan dalam sebuah lembaga pendidikan memegang peranan yang sangat penting. Masalah kepemimpinan senantiasa menjadi pusat perhatian dalam kehidupan manusia, sehingga sampai saat ini telah banyak teori dan pembahasan yang berusaha menggambarkan tentang bagaimana pimpinan yang ideal. Hal ini dapat dipahami karena pimpinan adalah faktor penting yang menentukan lancar tidaknya kelompok organisasi yang dipimpinnya. Dalam melaksanakan tanggung jawab atas penyelenggaraan kegiatan di sekolah diperlukan kepemimpinan kepala sekolah yang akan sangat penting dalam keberhasilan sekolah. Kepemimpinan kepala sekolah harus dapat mendorong kinerja warga sekolah khususnya guru dalam rangka mewujudkan tujuan sekolah. Hal ini sejalan dengan apa yang dikemukakan oleh Sonhadji (2009:22) bahwa kepemimpinan adalah proses yang melibatkan penentuan tujuan kelompok atau organisasi, memotivasi perilaku tugas dalam mencapai tujuan tersebut, serta mempengaruhi pemeliharaan dan budaya kelompok 2 Laliana - KEPEMIMPINAN TRANSFORMASIONAL KEPALA SEKOLAH DALAM MENI … Sebagai pemimpin pendidikan di sekolahnya, seorang kepala sekolah harus mampu mengorganisasikan sekolah dan personil yang bekerja di dalamnya ke dalam situasi yang efisien, demokratis dan kerja sama institusional. Di bawah kepemimpinannya, program pendidikan harus direncanakan, diorganisir, dan ditata. Dalam pelaksanaan program, kepala sekolah harus dapat memimpin secara profesional, bekerja secara ilmiah, penuh perhatian, dan demokratis, dengan menekankan pada perbaikan proses belajar mengajar, di mana sebagian besar kreativitas akan tercurahkan untuk perbaikan pendidikan. Membicarakan masalah kepemimpinan memang sangat penting karena dapat ditinjau dari berbagai aspek dan sudut pandang. Hal ini adanya kelebihan yang dimiliki serta kekurangan yang ada pada masing-masing manusia. Di satu pihak ada memiliki kemampuan untuk memimpin dan dipihak lain membutuhkan pemimpin, disinilah tumbuhnya pemimpin dan kepemimpinan. Kepala sekolah merupakan subjek yang paling banyak terlibat dalam aplikasi manajemen pendidikan di tingkat mikro. Kepala sekolah mendedikasikan hidupnya untuk bekerja (live and work) di dalam sistem pendidikan sebagai kepala atau pimpinan atau sebutan lain yang sesuai untuk jabatan itu. Sebutan formal untuk kepala sekolah di Indonesia adalah ”guru yang diberi tugas tambahan sebagai kepala sekolah”. Wahjosumidjo (2008:83) mendefinisikan kepala sekolah sebagai ”seorang tenaga fungsional guru yang diberi tugas untuk memimpin suatu sekolah di mana diselenggarakan proses belajar belajar mengajar, atau tempat di mana terjadi interaksi antara guru yang memberi pelajaran dan siswa yang menerima pelajaran”. Sementara itu Robbins dalam Danim (2002:72) mengemukakan bahwa kepemimpinan adalah kemampuan untuk mempengaruhi suatu kelompok untuk pencapaian tujuan. Bentuk pengaruh tersebut dapat secara formal dikarenakan suatu peran kepemimpinan sebagai akibat dari posisi yang diemban kepala sekolah. Dalam hal ini kepala sekolah memiliki kekuasaan tetap yang didasari atas kekuatan hukum yang diberikan kepadanya. Kepala sekolah dapat membuat keputusan yang 3 Administraus – Jurnal Ilmu Administrasi dan Manajemen Vol 4, No 2 – Mei 2020 - http://ejournal.stiabinabanuabjm.ac.id/index.php/administraus dikarenakan posisi resminya, tetapi pada saat yang bersamaan juga adalah pemimpin bagi seluruh warga sekolah. Sebagai pemimpin pendidikan di sekolahnya, seorang kepala sekolah mengorganisasikan sekolah dan personil yang bekerja di dalamnya ke dalam situasi yang efisien, demokratis dan kerja sama institusional yang tergantung keahlian para pekerja. Di bawah kepemimpinannya, program pendidikan untuk para siswa harus direncanakan, diorganisir, dan ditata. Dalam pelaksanaan program, kepala sekolah harus dapat memimpin secara profesional para staf pengajar, bekerja secara ilmiah, penuh perhatian, dan demokratis, dengan menekankan pada perbaikan proses belajar mengajar, di mana sebagian besar kreativitas akan tercurahkan untuk perbaikan pendidikan. Di antara penyelenggaraan pendidikan yang harus selalu dibina secara terus menerus oleh kepala sekolah adalah: (a) Program pengajaran; (b) Sumber daya manusia; (c) Sumber daya yang bersifat fisik; dan (d) Hubungan kerja sama antara sekolah dengan masyarakat. (Wahjosumidjo:2008, 204). Bass dalam Hartanto (2001:62) beranggapan bahwa unjuk kerja kepemimpinan yang lebih baik terjadi bila para pemimpin dapat menjalankan salah satu atau kombinasi dari empat cara ini, yaitu: 1) Memberi wawasan serta kesadaran akan misi, membangkitkan kebanggaan, serta menumbuhkan sikap hormat dan kepercayaan pada para bawahannya (Idealized Influence - Charisma); 2) Menumbuhkan ekspektasi yang tinggi melalui pemanfaatan simbol-simbol untuk
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