Informal and Person-Dependent Leadership and Management Practices in a Madrasah Ibtidaiyah

Abstract

This study explores how the head of Madrasah Ibtidaiyah Miftahul Huda-2 Palangka Raya understands the concepts of leadership and management, how both are practiced in running the institution, and how they relate to each other. The research employed a qualitative single-case study design. Data were collected through a semi-structured interview with one key informant, the head of the madrasah, and one month of field observation, and were analyzed using data condensation, data display, and conclusion drawing. According to the head of the madrasah, leadership is exercised through supervision, role modeling, and religious motivation in guiding teachers and students. Meanwhile, management is understood as the process of planning, implementing, and evaluating learning activities as well as administrative functions. Management practice appears to be informal and not yet institutionalized (evaluation is not documented and no written procedures were reported), so the continuity of institutional activities depends heavily on the personal role of the head of the madrasah. The two are seen as complementary, but the findings rest on a single informant and reflect his perceptions, so they cannot be generalized. Strengthening the management system, particularly evaluation and documentation, is suggested without diminishing the Islamic leadership values of the institution; further research should add teachers and documents as sources of triangulation.