Kepemimpinan Kepala Sekolah dalam Membangun Budaya Mutu Sekolah (Studi Multi Situs di SMA Negeri 2 Lumajang dan SMA Negeri 1 Tempeh)

The leadership of the in Building The Culture of The School Quality (Studying Multi-Site at Senior High School, SMA Negeri 2 Lumajang and SMA Negeri 1 Tempeh)

Dwi Ujianto, Anang. 2023. Kepemimpinan Kepala Sekolah dalam Membangun Budaya Mutu Sekolah (Studi Multi Situs di SMA Negeri 2 Lumajang dan SMA Negeri 1 Tempeh). Disertasi, Program Studi Manajemen Pendidikan, Pascasarjana Universitas Negeri Surabaya. Promotor: Prof. Dr. Yatim Riyanto, M.Pd. dan Kopromotor: Dr. Karwanto, M.Pd.

Kata-kata kunci: Kepemimpinan, Kepala Sekolah, Budaya Mutu Sekolah

Kepemimpinan adalah faktor dominan atas kesuksesan atau kegagalan suatu organisasi. Penelitian ini bertujuan untuk mendeskripsikan kepemimpinan kepala sekolah dalam upaya untuk membangun budaya mutu sekolah (studi multi situs di SMA Negeri 2 Lumajang dan di SMA Negeri 1 Tempeh, Lumajang, Jawa Timur). Penelitian ini menggunakan pendekatan kualitatif, peneliti sebagai instrumen utama dan hadir di tempat penelitian. Partisipan dalam penelitian ini terdiri atas 2 kepala sekolah, 8 wakil kepala sekolah, 2 guru, 2 kepala tenaga administrasi sekolah, 2 laboran, dan 2 petugas perpustakaan. Teknik pengumpulan data menggunakan wawancara mendalam, observasi, dan dokumentasi. Analisis data dalam penelitian ini menggunakan kondensasi data, display data, dan verifikasi.

Hasil penelitian ini menemukan: 1) untuk membangun budaya mutu sekolah maka kepemimpinan kepala sekolah harus berdasarkan pada visi misi sekolah, perencanaan, pelaksanaan, pelaporan program sekolah, pengawasan internal, kompetensi kewirausahaan, kondisi lingkungan sekolah, serta menjalin kemitraan; 2) sekolah harus memberikan mutu layanan yang jelas dengan meningkatkan kualitas SDM, menegakkan tata tertib dan peraturan sekolah, mengoptimalkan pengelolaan peserta didik serta memberikan tugas dan tanggungjawab sesuai dengan kualifikasi dan kompetensi yang dimiliki oleh setiap orang. Pembagian tugas harus dikomunikasikan dan dikoordinasikan pada seluruh warga sekolah, orang tua dan masyarakat; 3) membangun budaya mutu sekolah dibutuhkan sinergitas seluruh elemen sekolah termasuk guru dan Tendik. Diimplementasikan melalui integrasi dalam kurikulum dan pembelajaran Hal ini melibatkan pengawasan atau supervisi akademik, pengembangan diri, serta publikasi ilmiah secara terus menerus; 4) mutu sarana prasarana merupakan salah satu sumber daya yang penting untuk menunjang proses pembelajaran di sekolah. Untuk itu, diperlukan peningkatan pemanfaatan dan pemberdayaan, pengelolaan, pengawasan sarana prasarana yang melibatkan warga sekolah, stakeholder dan masyarakat; 5) untuk menilai dan mengukur keberhasilan program sekolah diharuskan melakukan evaluasi secara kontinu yang diawali dengan menyusun instrumen kemudian dilaksanakan oleh pihak internal dan eksternal. Hasil evaluasi yang diperoleh berupa faktor penghambat dan pendukung diolah dan dianalisis sehingga menjadi rujukan dan pedoman untuk melakukan tindak lanjut perbaikan secara terus menerus dan berkesinambungan.

Faktor penghambat kepemimpinan kepala sekolah dalam membangun budaya mutu sekolah meliputi: 1) adanya keterbatasan waktu kepala sekolah dalam mendampingi program membangun budaya mutu sekolah; 2) motivasi warga sekolah dalam membangun budaya mutu sekolah masih hiterogen; 3) untuk membangun budaya mutu sekolah belum semua program ditindaklanjuti secara terus menerus, dan; 4) masih  belum seluruhnya menjadi tanggungjawab bersama antara sekolah, keluarga dan masyarakat dalam  membangun budaya mutu sekolah.

Dwi Ujianto, Anang. 2022. The leadership of the in Building The Culture of The School Quality (Studying Multi-Site at Senior High School, SMA Negeri 2 Lumajang and SMA Negeri 1 Tempeh). The Dissertation, The Studying Program of The Management of Education, The Postgraduate of Surabaya State University. Promoter : Prof. Dr. Yatim Riyanto, M.Pd. and Copromoter : Dr. Karwanto, M.Pd

Keywords: leadership, Headmaster, The Culture of The School Quality

A leadership is the dominant factor on the success or the failure of the organization. The aim of the research is to describe the leadership of the headmaster making an effort to build the culture of the school quality, multi-site at Senior High School, SMA Negeri 2 Lumajang and SMA Negeri 1 Tempeh, Lumajang, East Java, Indonesia. The research uses the qualitative approach. The researcher being as the main instrument attends at the researching area. The participants of the research consist of 2 (two) teachers, 2 (two) the Heads of school administration, 2 (two) laboratory specialist, and 2 (two) library officers. The technical accumulation of data uses the detailed interview, observation, and documentation. The analyzing of the data in the research applies the data condensation, displayable data and verification.

The research result are ascertained that 1) To build the culture of the school quality, the leadership of the Headmaster must be based on the school vision and mission, planning, implementation reporting of school programs, internal supervision, entrepreneurship competence and condition of the school environment as well as establish partnerships. 2) to increase the quality of human resources, the school must provide the clear quality of service, must enforce the school rule and regulation, must optimize the student management and the responsibilities possessed by each student. The division of each job description must be commucated and coordinated in all of tenants at school, students parents and publicness. 3) To build the culture of the school quality needs the synergy of school elements, included teachers and educators. The statement above is implemented through the integration in curriculum and learning. All of them involve the academic supervisions, self-development and scientific publication continually. 4) the important resource to sustain the learning process at school is the infrastructure quality. To reach it requires the increasing of utilization, empowerment, and superintendence. And all of tenants at school, stakeholder, and pubilcness are got involved the control of the infrastructure. 5) To evaluate and to measure the success of the school program must be performed continually. Firstly to arrange the instruments is conducted by internal and external personages. The evaluation results performed by the internal and external personages are going to be obtained the inhibiting and supporting factors. Next the inhibiting and supporting factors are processed and analyzed to be the reference and precept to lead in the direction of sustained improvement and continuance.

The obstacle factors of the leadership of the headmaster in building the culture of the school quality include 1) the existence of the limited time for the headmaster to accompany the program, building the culture of the school quality. 2) to motivate tenants at school in building the culture of the school quality. 3) to build the culture of the school quality which has not been performed continually. 4) to build the culture of the school quality which has not become responsible among the school, families, and publicness.