IMPLEMENTASI KEPEMIMPINAN TRANSFORMASIONAL DI LEMBAGA AMIL ZAKAT GOEDANG ZAKAT AL-KHAIRAAT YOGYAKARTA TAHUN 2026

Muhammad Safi’i, NIM.: 22102040039 (2026) IMPLEMENTASI KEPEMIMPINAN TRANSFORMASIONAL DI LEMBAGA AMIL ZAKAT GOEDANG ZAKAT AL-KHAIRAAT YOGYAKARTA TAHUN 2026. Skripsi thesis, UIN SUNAN KALIJAGA YOGYAKARTA.

	Text (IMPLEMENTASI KEPEMIMPINAN TRANSFORMASIONAL DI LEMBAGA AMIL ZAKAT GOEDANG ZAKAT AL-KHAIRAAT YOGYAKARTA TAHUN 2026) 22102040039_BAB-I_IV-atau-V_DAFTAR-PUSTAKA.pdf - Published Version Download (3MB)
	Text (IMPLEMENTASI KEPEMIMPINAN TRANSFORMASIONAL DI LEMBAGA AMIL ZAKAT GOEDANG ZAKAT AL-KHAIRAAT YOGYAKARTA TAHUN 2026) 22102040039_BAB-II_sampai_SEBELUM-BAB-TERAKHIR.pdf Restricted to Registered users only Download (5MB) | Request a copy

Abstract

This research is motivated by the role of the Goedang Zakat Al-Khairaat Yogyakarta Zakat Collection Institution which not only focuses on collecting and utilizing zakat, infaq, and alms funds, but also actively drives da'wah, education, social, and humanitarian activity programs, so that the application of transformational leadership at this Zakat Collection Institution is relevant to study. The purpose of this study is to determine the implementation of transformational leadership at the Goedang Zakat Al-Khairaat Yogyakarta Zakat Collection Institution. This study uses a qualitative research type with a phenomenological approach. Data collection techniques are carried out through participant observation, semi-structured interviews, and documentation. The data analysis technique used in this study was Miles, Huberman, and Saldana's analysis, which involved collecting, grouping, presenting, concluding, and verifying data. Data validity was tested using source triangulation and technical triangulation. The results showed that institutional leaders had implemented the four main dimensions of transformational leadership in their daily work. First, idealized influence, which is the leadership's role model that prioritizes family values and deliberation. Second, inspirational motivation, which is implemented by providing motivation and aligning the work intentions of staff as a form of worship. Third, intellectual stimulation, which is carried out by encouraging staff to continue learning and innovating through the observe, imitate, and modify (ATM) method. Fourth, individualized consideration, which is realized through leadership's concern for the personal needs and capacity development of each staff member.

Share this knowledge with your friends :

Actions (login required)

View Item