Development of Leader-Followers Leadership Model at MAN 2 Bengkulu City

Yunitasari Yunitasari; Syukri Hamzah; Sudarwa Danim

doi:10.37630/jpi.v13i1.947

Yunitasari Yunitasari Universitas Bengkulu
Syukri Hamzah Universitas Bengkulu
Sudarwa Danim Universitas Bengkulu

DOI: https://doi.org/10.37630/jpi.v13i1.947

Abstract

This study aims to describe the concept of Leader-Followers Leadership and the priority characteristics of leaders that must be possessed in developing Leader-Followers Leadership at MAN 2 Bengkulu City. This study uses an observation approach and a literature study to obtain information about the characteristics of a leader that must be possessed in developing leader-follower leadership. In this study, the data used were primary data with primary data collection techniques through observation with informants. Secondary data is also used in whose data collection technique is through literature study. Decision-making techniques to determine priority characteristics of leaders that must be owned in developing Leader-Followers Leadership using the weighting method. From the results of the research that has been done, Leader-followers leadership is a study that adopts Dunham and Pierce's leadership, known as Dunham and Pierce's Leadership. This leadership pays great attention to the leader, follower, context and outcome. All parts play a role in leadership and are interconnected and influence. This is necessary to build the culture of the Bengkulu City State Aliyah Madrasa (MAN) 2 so that they work together in advancing education and become one of the leading madrasas in the City of Bengkulu. Based on the results of calculating the Context criteria (C), it is a top priority to be developed to establish Leader-Followers Leadership at MAN 2 Bengkulu City with a weight of 28.07%. They are then followed by Outcome criteria (O) in second place with 25.85%, Leader (L) in third place with 24.61% and Follower (F) in fourth place with 21.46%.

Downloads

Download data is not yet available.

Keywords: Development, Model, Leader-Followers Leadership

References

Ambarita, B. (2013). Profesionalisme, Esensi Kepemimpinan, dan Manajemen Organisasi. Generasi Kampus, 6(2).

Asminah, A. (2022). Penerapan Metode Simple Additive Weigthing Untuk Penentuan Level Kondisi Penyandang Disabilitas. Building of Informatics, Technology and Science (BITS), 3(4), 559–565.

Dunham, R. B., & Pierce, J. L. (1989). Managing. Leadership Process Model. Taking an Intelligent, Long-Term Approach to Leadership, as Accessed from Http://Www. Free-Managementebooks. Com/Faqld/Leadtheory, 3.

Duryat, H. M. (2021a). Kepemimpinan Pendidikan: Meneguhkan Legitimasi Dalam Berkontestasi Di Bidang Pendidikan. Penerbit Alfabeta.

Duryat, H. M. (2021b). Kepemimpinan Pendidikan: Meneguhkan Legitimasi Dalam Berkontestasi Di Bidang Pendidikan. Penerbit Alfabeta.

Lelo Sintani, M. M., Fachrurazi, H., Mulyadi, S. E., Nurcholifah, I., EI, S., Fauziah, M. M., Sri Hartono, S. E., & Jusman, I. A. (2022). Dasar Kepemimpinan. Cendikia Mulia Mandiri.

Lestari, S., & Kusumah, Y. (2022). Penerapan Metode Simple Additive Weighting (SAW) Dalam Sistem Pendukung Keputusan Pemilihan Calon Peserta Pelatihan Kepemimpinan Pengawas Bagi Pejabat Struktural. Journal of Computer System and Informatics (JoSYC), 3(4), 438–443.

Ma’sum, T. (2019). Persinggungan kepemimpinan transformational dengan kepemimpinan visioner dan situasional. Intizam, Jurnal Manajemen Pendidikan Islam, 2(2), 84–106.

Moeljono, D. (2013). More About Beyond Leadership-12 Konsep Kepemimpinan. Elex Media Komputindo.

Moleong, L. J. (2005). metodologi penelitian kualitatif, Bandung: Remaja. Rosdakarya. T. Hani.

Pierce, J. L., & Dunham, R. B. (1987). Organizational commitment: Pre-employment propensity and initial work experiences. Journal of Management, 13(1), 163–178.

Prawiradilaga, D. S. (2016). Mozaik teknologi pendidikan: E-learning. Kencana.

Timotius, K. H. (2016). Kepemimpinan dan Kepengikutan: Teori dan Perkembangannya. Penerbit Andi.