Optimizing Educational Leadership: Building Sustainable Education in the 5.0 Era
Abstract
Leadership is a sensitive issue because it involves whether or not an educational institution is being led. Leaders have the power to move and influence the tasks that their duties and responsibilities must carry out. This study aims to describe school principals as leaders of educational institutions in the 5.0 era, internalize the EMASLIM-FM concept for the function of educational leadership in the 5.0 era and describe school principals as visionary education leaders in the 5.0 era. This research is a qualitative type, using a library research approach. Data were obtained through literature studies of books, ebooks, scientific journal articles, dissertations and other sources that pay attention to their relevance. Data analysis using comparative analysis. The analysis results show that in the EMASLIM-FM concept, the school principal has the functions of educator, manager, administrator, supervisor, leader, innovator and motivator, figure and mediator. Leadership in the 5.0 era requires school principals to internalize visionary competencies for institutions so that they become plenary educational institutions. Creative leadership is essential and must be realized, considering that vision is a guideline in the wheels of leadership. The principal needs to implement the idea tangible and measurable in the leadership wheel. Concrete action in implementing the vision is the key to achieving the desired educational goals.
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References
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[28] Talebizadeh, S. M., Hosseingholizadeh, R., & Belliba?, M. ?. (2021). Analyzing the relationship between principals’ learning-centered leadership and teacher professional learning: The mediation role of trust and knowledge sharing behavior. Studies in Educational Evaluation, 68, 100970. https://doi.org/https://doi.org/10.1016/j.stueduc.2020.100970
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[2] Banks, G. C., Woznyj, H. M., & Mansfield, C. A. (2021). Where is “behavior” in organizational behavior? A call for a revolution in leadership research and beyond. The Leadership Quarterly, 101581. https://doi.org/https://doi.org/10.1016/j.leaqua.2021.101581
[3] Cheng, J. T., Gerpott, F. H., Benson, A. J., Bucker, B., Foulsham, T., Lansu, T. A. M., Schülke, O., & Tsuchiya, K. (2022). Eye Gaze and Visual Attention as a Window into Leadership and Followership: A Review of Empirical Insights and Future Directions. The Leadership Quarterly, 101654. https://doi.org/https://doi.org/10.1016/j.leaqua.2022.101654
[4] Creswell, J. (2018). Reaseaech Design Pendekatan Kualitatif, Kuantitatif dan Mixed. Pustaka Pelajar.
[5] du Plessis, A. E., Wang, J., Hoang, N. T. H., Schmidt, A., Mertens, L., Cullinan, M., & Cameron, V. (2019). New Lenses to Understand Beginning Teacher Workforce Concerns: Developing and Justifying Scale Items for Measuring beginning teachers’ and school leaders’ perceptions. International Journal of Educational Research, 98, 206–223. https://doi.org/https://doi.org/10.1016/j.ijer.2019.08.017
[6] Franzia, E. (2018). Personal Branding Melalui Media Sosial. Prosiding Seminar Nasional Pakar.
[7] Gupta, O. J., & Yadav, S. (2023). Determinants in Advancement of Teaching and Learning in Higher Education: In Special Reference to Management Education. The International Journal of Management Education, 21(2), 100823. https://doi.org/https://doi.org/10.1016/j.ijme.2023.100823
[8] Helmy, S., Labib, A., & AbouKahf, A. (2014). The Impact of Islamic Values on Interpersonal Relationship Conflict Management in Egyptian Business Organizations “an Applied Study.” Procedia - Social and Behavioral Sciences, 143, 1090–1110. https://doi.org/https://doi.org/10.1016/j.sbspro.2014.07.561
[9] Horwood, M., Parker, P. D., Marsh, H. W., Guo, J., & Dicke, T. (2022). School autonomy policies lead to increases in principal autonomy and job satisfaction. International Journal of Educational Research, 115, 102048. https://doi.org/https://doi.org/10.1016/j.ijer.2022.102048
[10] Ikhwan, A. (2016). Leadership in Islamic Education; Study of Thematic Al-Qur’an and Al-Hadist. Ulul Albab: Jurnal Studi Islam, 17(1), 3.
[11] Ikhwan, A. (2021). Metode Penelitian Dasar (Mengenal Model Penelitian dan Sistematikanya). STAI Muhammadiyah Tulungagung.
[12] Ikhwan, A., Fahriana, A. S., Fahruddin, M. M., & Jaelani, D. I. (2019). Innovation of Islamic Education through the Implementation of Mandatory Program Madrasah Diniyah (Non-Formal Religious Education Institutions) in Formal Institution. 1st International Conference on Life, Innovation, Change and Knowledge (ICLICK 2018), 320–323.
[13] Jubran, A. M. (2015). Educational Leadership: A New Trend that Society Needs. Procedia - Social and Behavioral Sciences, 210, 28–34. https://doi.org/https://doi.org/10.1016/j.sbspro.2015.11.325
[14] Kaçmaz, R., & Serinkan, C. (2014). Human Resource Management Practices in International Sebat Educational Schools. Procedia - Social and Behavioral Sciences, 116, 4809–4813. https://doi.org/https://doi.org/10.1016/j.sbspro.2014.01.1029
[15] Kim, J. (Jenny), Waldman, D. A., Balthazard, P. A., & Ames, J. B. (2023). Leader self-projection and collective role performance: A consideration of visionary leadership. The Leadership Quarterly, 34(2), 101623. https://doi.org/https://doi.org/10.1016/j.leaqua.2022.101623
[16] Kulophas, D., & Hallinger, P. (2023). Successful school principalship in Thailand: a literature review (R. J. Tierney, F. Rizvi, & K. B. T.-I. E. of E. (Fourth E. Ercikan (eds.); pp. 490–500). Elsevier. https://doi.org/https://doi.org/10.1016/B978-0-12-818630-5.05064-8
[17] Kwan, P. (2011). Examining the mediating effect of job satisfaction on the relation between responsibilities and career aspiration of vice-principals. International Journal of Educational Research, 50(5), 349–361. https://doi.org/https://doi.org/10.1016/j.ijer.2011.11.004
[18] Navaridas-Nalda, F., Clavel-San Emeterio, M., Fernández-Ortiz, R., & Arias-Oliva, M. (2020). The strategic influence of school principal leadership in the digital transformation of schools. Computers in Human Behavior, 112, 106481. https://doi.org/https://doi.org/10.1016/j.chb.2020.106481
[19] Niculescu, M. (2015). The Quality of the Educational Process via Classroom Leadership. Procedia - Social and Behavioral Sciences, 180, 885–891. https://doi.org/https://doi.org/10.1016/j.sbspro.2015.02.234
[20] Oplatka, I. (2023). The emergence of social justice leaders: identity formation of new principals (R. J. Tierney, F. Rizvi, & K. B. T.-I. E. of E. (Fourth E. Ercikan (eds.); pp. 438–444). Elsevier. https://doi.org/https://doi.org/10.1016/B978-0-12-818630-5.05002-8
[21] Paleczek, L., Pölzl-Stefanec, E., & Otrel-Cass, K. (2023). Special Issue: Rethinking educational practices and responsibilities in the light of digitalisation. International Journal of Educational Research, 119, 102075. https://doi.org/https://doi.org/10.1016/j.ijer.2022.102075
[22] Prasojo, L. D., Yuliana, L., & Akalili, A. (2021). Dataset on factors affecting social media use among school principals for educational leaderships. Data in Brief, 39, 107654. https://doi.org/https://doi.org/10.1016/j.dib.2021.107654
[23] Shen, J., Ma, X., Mansberger, N., Wu, H., Palmer, L. A. B., Poppink, S., & Reeves, P. L. (2021). The Relationship Between Growth in Principal Leadership and Growth in School Performance: The Teacher Perspective. Studies in Educational Evaluation, 70, 101023. https://doi.org/https://doi.org/10.1016/j.stueduc.2021.101023
[24] Shibuya, K. (2020). Community Participation in School Management from the Viewpoint of Relational Trust: A Case from the Akatsi South District, Ghana. International Journal of Educational Development, 76, 102196. https://doi.org/https://doi.org/10.1016/j.ijedudev.2020.102196
[25] Smith, T. E., Reinke, W. M., Herman, K. C., & Sebastian, J. (2021). Exploring the link between principal leadership and family engagement across elementary and middle school. Journal of School Psychology, 84, 49–62. https://doi.org/https://doi.org/10.1016/j.jsp.2020.12.006
[26] Sneider, T. (2023). How Organizations Lose Their Way: Unethical Behavior and Moral Disengagement in Complex Organizational Context. Business and Professional Ethics Journal, 42(1), 109–137. https://doi.org/10.5840/bpej2023411138
[27] Sun, J. (2023). Transformational School Leadership (R. J. Tierney, F. Rizvi, & K. B. T.-I. E. of E. (Fourth E. Ercikan (eds.); pp. 53–61). Elsevier. https://doi.org/https://doi.org/10.1016/B978-0-12-818630-5.05075-2
[28] Talebizadeh, S. M., Hosseingholizadeh, R., & Belliba?, M. ?. (2021). Analyzing the relationship between principals’ learning-centered leadership and teacher professional learning: The mediation role of trust and knowledge sharing behavior. Studies in Educational Evaluation, 68, 100970. https://doi.org/https://doi.org/10.1016/j.stueduc.2020.100970
[29] Tursina, N. (2017). Administrasi dan Supervisi Pendidikan. IAIN Pontianak Press.
[30] Wang, Y. (2023). Future Research on Educational Leadership: Theoretical Groundings of Educational Leadership Research (R. J. Tierney, F. Rizvi, & K. B. T.-I. E. of E. (Fourth E. Ercikan (eds.); pp. 34–43). Elsevier. https://doi.org/https://doi.org/10.1016/B978-0-12-818630-5.05067-3
[31] Wu, H., & Shen, J. (2022). The Association Between Principal Leadership and Student Achievement: A Multivariate Meta-Meta-Analysis. Educational Research Review, 35(February). https://doi.org/https://doi.org/10.1016/j.edurev.2021.100423
Published
2023-07-03
How to Cite
TURSINA, Nani.
Optimizing Educational Leadership: Building Sustainable Education in the 5.0 Era.
Al-Hayat: Journal of Islamic Education, [S.l.], v. 7, n. 2, p. 267-282, july 2023.
ISSN 2599-3046.
Available at: <https://alhayat.or.id/index.php/alhayat/article/view/402>. Date accessed: 22 may 2026.
doi: https://doi.org/10.35723/ajie.v7i2.402.
Section
Articles
This work is licensed under a Creative Commons Attribution 4.0 International License.
