Rationality and Effectiveness in School Principals' Decision-Making: A Case Study at Madrasah Tsanawiyah
DOI:
https://doi.org/10.55080/jpn.v5i2.227Keywords:
Decision Making, Rationality, LeadershipAbstract
This study aims to analyze the effectiveness and rationality of decision-making by the principal at Madrasah Tsanawiyah Nur Ma’arif Jambi city, as well as to identify the principal’s strategies for dealing with resource constraints and situational pressures without neglecting rationality and Islamic values. The study employed a qualitative approach in the form of field research, with the principal as the primary informant and teachers as supporting informants selected through purposive sampling. Data were collected through observation and in-depth interviews, then analyzed using the interactive model proposed by Miles Huberman, which includes data reduction, data presentation, and drawing conclusions, with source triangulation to ensure data validity. The results indicate that the principal’s decision-making has followed a rational, adaptive, and fairly effective pattern, as evidenced by improved teacher discipline and student participation; however, it remains constrained by limited data, a lack of continuous evaluation, and external pressures. It is concluded that strengthening data systems, implementing continuous evaluation, and adopting adaptive leadership strategies grounded in religious values are necessary to improve the quality of decision-making within the madrasah environment.
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