PERAN KEPEMIMPINAN KEPALA MADRASAH DALAM MEWUJUDKAN MADRASAH UNGGULAN NASIONAL DI MAN 2 KOTA KEDIRI

M Akhyar Fikri Apriansyah, NIM.: 19104090018 (2026) PERAN KEPEMIMPINAN KEPALA MADRASAH DALAM MEWUJUDKAN MADRASAH UNGGULAN NASIONAL DI MAN 2 KOTA KEDIRI. Skripsi thesis, UIN SUNAN KALIJAGA YOGYAKARTA.

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Abstract

This study was initiated by the researcher’s interest during observation and pre – research literature reviews. The researcher identified a research gap regarding the reasons why there are a featured madrasah and reguler madrasah, then discovered that leadership is the key to their development and it is important documenting scientifically. Literatures that is reviewed rarely documenting appropriate patterns or guidelines for principal to effectively run their institution. Good leadership can have a significant impact on an institution’s development. Therefore, the researcher need to understand the roles played by principals and examine the challenges faced in realizing a national featured madrasah at MAN 2 Kediri City. This study employs a descriptive qualitative method. Data collecting techniques are using observation, interviews, and documentation. Data analyzing techniques involve data collection, data condensation, data display and drawing conclusion. Data validating ensures through source and technical triangulation. The obtained data are from interviews, activitiy documentating, archives, and facts encountered in the field. The results of the study indicate that (1) The role of the principal's leadership in realizing a national featured madrasah in MAN 2 Kediri City is: The role as a manager in the form of compiling work programs and actively mobilizing its members. As an administrator, managing administration, correspondence, and learning management. As an innovator, providing ideas that are then realized in the madrasah program. As an educator, realized in a program created based on the principles of learning and educating the madrasah community. As a motivator, actively providing advice and guidance to every madrasah community. (2) The challenges faced by the madrasah principal are: Maintenance of facilities and infrastructure, because they are not directly bound by partnerships with external parties. The professionalism and organizational culture of the teachers and education staff that still have gaps for acting inappropriately, as well as the learning curriculum and sustainability of achievements considering their featured status, of course maintaining achievements is absolute and their sustainability is a must. There are 2 additional roles, namely as an Inspirator, the principal has succeeded in becoming a role model for the madrasah community and also for principals in the surrounding area. As a diplomat, the principal actively acts as a communication bridge and becomes the main face of his madrasah towards external parties.

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