KnE Social Sciences
ISSN: 2518-668X
The latest conference proceedings on humanities, arts and social sciences.
Principal Leadership Strategy in Islamic Educational Institutions During the COVID-19 Pandemic
Published date: Jun 20 2022
Journal Title: KnE Social Sciences
Issue title: The 3rd International Conference on Intellectuals’ Global Responsibility (ICIGR) 2021
Pages: 213-222
Authors:
Abstract:
Principal leadership is an important factor affecting the quality of Islamic educational institutions, especially during the COVID-19 pandemic. Educators were overwhelmed with the sudden shift to digital and remote learning. Principals as leaders were required to ensure the smooth functioning of the institution and the learning process. As a result, the workload increased and the performance, in most cases, decreased. This article describes the leadership strategy utilized by the principals of the Islamic educational institutions during the COVID-19 pandemic. A systematic literature review was conducted against the ongoing theme of COVID-19. The researchers documented and reviewed 30 articles published between 2017 and 2021 that were accessed from Google Scholar, SINTA, and Science Direct. Some studies showed that principals’ leadership in Islamic educational institutions played an important role in schools’ learning activities during the COVID-19 pandemic. The principal should conduct strategy management to fortify the school so that the quality of education is maintained.
Keywords: principal leadership, Islamic institutions, COVID-19 pandemic
References:
[1] Bogusky H, Dopfel D. Leadership communications during Covid-19. OrangeFiery.USA; 2020.
[2] Magister J, Pendidikan A, Universitas P, Kuala S, Jafar Z. Kompetensi manajerial kepala sekolah dalam meningkatkan kinerja guru pada smp Islam terpadu alfityan kabupaten aceh besarJurnal Magister Administrasi Pendidikan Pascasarjana Universitas Syiah Kuala. 2018;6(1):36–44.
[3] Hasanah D. Problematika pendidikan Islam pada masa pandemi Covid-19 (Penelitian yayasan pesantren mahasiswa an-nur surabaya). At-Turost Jurnal Islamic Studies. 2021;8(1):45–58. https://doi.org/10.52491/at.v8i1.55
[4] Komalasari K, Arafat Y, Mulyadi M. Principal’s management competencies in improving the quality of education. Jurnal of Social Working Science Education. 2020;1(2):181–193. https://doi.org/10.52690/jaws.v1i2.47
[5] Mustajab M, Baharun H, Fawa’iedah Z. Adapting to teaching and learning during Covid-19: A case of Islamic school’s initiative of self-regulated learning. Nadwa Jurnal Pendidikan Islamic. 2020;14(2):241–264. https://doi.org/10.21580/nw.2020.14.2.6515
[6] Hasanah SM. Kepemimpinan kepala sekolah dalam meningkatkan mutu pembelajaran di era pandemi Covid 19. INCARE International Jurnal Education Resource. 2020;1(3):257–279.
[7] Beteille T, Ding E, Molina E, Pushparatnam A, Wilichowski R. Three principles to support teacher effectiveness during Covid-19. World Bank. 2020:1–8. https://doi.org/10.1596/33775
[8] Flores MA, Swennen A. The COVID-19 pandemic and its effects on teacher education. Europan Jurnal of Teacher Education. 2020;43(4):453–456. https://doi.org/10.1080/02619768.2020.1824253
[9] Talidong KJB, Toquero CMD. Philippine teachers’ practices to deal with anxiety amid Covid-19. Journal of Loss and Trauma. 2020;25(6–7):573–579. https://doi.org/10.1080/15325024.2020.1759225
[10] Ats-Tsauri MS, Munastiwi E. Strategi kepala madrasah dalam menentukan kebijakan pembelajaran era Covid 19 studi kasus kepala madrasah ibtidaiyah NW pondok gedang. ELEMENTERIS. 2020;2(2):55-63. https://doi.org/10.33474/elementeris.v2i2.8679
[11] König J, Jäger-Biela DJ, Glutsch N. Adapting to online teaching during COVID19 school closure: Teacher education and teacher competence effects among early career teachers in Germany. European Journal of Teacher Education. 2020;43(4):608–622. https://doi.org/10.1080/02619768.2020.1809650
[12] Adelia I, Mitra O. Permasalahan pendidikan islam di lembaga pendidikan madrasah. Islamika Jurnal Ilmu-Ilmu Keislam. 2021;21(1):32–45. https://doi.org/10.32939/islamika.v21i01.832
[13] Aliyyah RR, et al. The perceptions of primary school teachers of online learning during the Covid-19 pandemic period: A case study in Indonesia. JECS. 2020;7(2):90–109.
[14] Oviyanti F, Jubba H, Zuhdiyah Z. Disharmony of parents and children in an online learning during the Covid-19 pandemic in Indonesia. NADWA: Jurnal Pendidikan Islam.2021;14(2):149–168. https://doi.org/10.21580/nw.2021.15.2.9643
[15] Renihan PJ. Leadership succession for tomorrow’s schools. Procedia - Social and Behavioral Sciences. 2012;55(2004):138–147. https://doi.org/10.1016/j.sbspro.2012.09.487
[16] Julaiha S. Konsep kepemimpinan kepala sekolah. Tarbiyah Wa Ta’lim Jurnal Penelitian Pendidikan dan Pembelajaran. 2019;6(3):179–190. https://doi.org/10.21093/twt.v6i3.1734
[17] Rodiah S. Pengaruh Covid-19 terhadap konflik dan stres organisasi lembaga pendidikan Islam. Jurnal Edukasi dan Sains. 2021;3:67–80.
[18] Di S, Dasar S. Karakteristik perilaku kepemimpinan kepala sekolah dan budaya sekolah di sekolah dasar. Jurnal Pendidik. Karakter. 2018;8(2):206–219. https://doi.org/10.21831/jpk.v8i2.21853
[19] Abdusshomad A. Pengaruh Covid-19 terhadap penerapan pendidikan karakter dan pendidikan Islam. 2020;12(2):107–115. https://doi.org/10.37680/qalamuna.v12i2.407
[20] Zulfa F, Jahari J, Hermawan AH. Peluang dan tantangan pengelolaan lembaga pendidikan Islam pada masa Covid-19. Jurnal Manajemen. Pendidikan Islam. 2021;6(1):14–28.
[21] Farah AI. School management: Characteristics of effective principal. International Journal of Advancements in Research & Technology. 2013;2(10):168–173.
[22] Resmi UDC, Hashanah E. Best practice leadership of the principal in Covid-19 prevention primary school at SD muhammadiyah purbayan. Randwick International Education Linguistic Science Jurnal. 2020;1(3):398–407. https://doi.org/10.47175/rielsj.v1i3.150
[23] Dirani KM et al. Leadership competencies and the essential role of human resource development in times of crisis: A response to Covid-19 pandemic. Human Resource Development International. 2020;23(4):380–394. https://doi.org/10.1080/13678868.2020.1780078
[24] Kadariah K. Analysis of the principal’s role in improving the quality of primary school management. Jurnal Ilmiah Ilmu Administrasi Publik. 2020;9(2):305. https://doi.org/10.26858/jiap.v9i2.12333
[25] Syah RH. Dampak Covid-19 pada pendidikan di Indonesia: Sekolah, keterampilan, dan proses pembelajaran. SALAM Jurnal Sosial dan Budaya Syar-i. 2020;7(5). 395- 402. https://doi.org/10.15408/sjsbs.v7i5.15314
[26] Savitri E, Sudarsyah A. Transformational leadership for improving teacher’s performance during the Covid-19 pandemic. Proc. 4th Internatonal Conference Research Education Administrasi Management. (ICREAM 2020). 2021;526(2020):308–312. https://doi.org/10.2991/assehr.k.210212.069
[27] Farah AI. School management: Characteristics of effective principal. International Jurnal Advertising Research Technology. 2013;2(10):168–173.
[28] Şahenk SS. Characteristics of the headmasters, teachers, and students in an effective school. Procedia - Social and Behavioral Sciences. 2010;2(2):4298–4304. https://doi.org/10.1016/j.sbspro.2010.03.682
[29] Hastuti T, Kristiawan M, Mulyadi M. The principal’s leadership in improving the quality of education. International Journal of Progressive Sciences and Technologies. 2020;22(1):314–320.
[30] Weiner J, Francois C, Stone-Johnson C, Childs J. Keep safe, keep learning: Principals’ role in creating psychological safety and organizational learning during the Covid-19 pandemic. Frontiers in Education. 2021;5:1–17. https://doi.org/10.3389/feduc.2020.618483