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All Journal Journal on Education Jurnal Review Pendidikan dan Pengajaran (JRPP) Cakrawala Pedagogik Jurnal Pendidikan dan Konseling Jurnal Ilmiah Wahana Pendidikan JSRET International Journal of Science Education and Cultural Studies Innovative: Journal Of Social Science Research Jurnal Pendidikan Agama Islam Cendikia Pendidikan Al-Kharaj: Jurnal Ekonomi, Keuangan & Bisnis Syariah El-Mal: Jurnal Kajian Ekonomi & Bisnis Islam RESLAJ: Religion Education Social Laa Roiba Journal EduInovasi: Journal of Basic Educational Studies Jurnal Penelitian Pendidikan Indonesia (JPPI)
Anis Zohriah
Universitas Islam Negeri Sultan Maulana Hasanuddin Banten
Religion Agriculture, Biological Sciences & Forestry Arts Humanities Civil Engineering, Building, Construction & Architecture Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Engineering Environmental Science Industrial & Manufacturing Engineering Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Library & Information Science Mathematics Public Health Social Sciences Other

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Konsep Dasar Organisasi Pendidikan Islam Dalam Pemberdayaan Madrasah Rosmi Mustantri; Anis Fauzi; Anis Zohriah
Jurnal Pendidikan dan Konseling (JPDK) Vol. 5 No. 2 (2023): Jurnal Pendidikan dan Konseling
Publisher : Universitas Pahlawan Tuanku Tambusai

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31004/jpdk.v5i2.14386

Abstract

Tujuan penelitian ini untuk mendeskripsikan secara komprehensif terhadap konsep dasar organisasi pendidikan islam dalam pemberdayaan madrasah. Kajian dilakukan di perpustakaan dengan cara mengumpulkan dan menelaah buku-buku, jurnal, dan temuan-temuan kajian lain yang berkontribusi terhadap masalah penelitian. Dalam penelitian ini, ditemukan beberapa hal adalah sebagai berikut: Konsep pemberdayaan madrasah, konsep tersebut mencakup pengertian dan prinsip-prinsip pemberdayaan, tujuan dan manfaat pemberdayaan, serta tahapan-tahapan dalam menerapkan pemberdayaan di sekolah. Kepala sekolah harus memahami bagaimana cara memotivasi, mengarahkan, dan memfasilitasi guru, staf, serta siswa untuk terlibat dalam proses pemberdayaan madrasah. Pemberdayaan madrasah merupakan upaya yang dilakukan oleh seluruh komponen dan unsur madrasah yang dimungkinkan oleh ide-ide unggulan serta keberhasilan dan keberhasilan madrasah. Tujuan dari pemberdayaan ini adalah untuk menciptakan keberhasilan kelembagaan atau madrasah yang memerlukan keselarasan untuk menyatukan keputusan dan kontribusi serta keterampilan yang relevan untuk madrasah dan masyarakat. Pemberdayaan madrasah juga dapat dicapai dengan artikulasi visi dan misi sekolah yang jelas, terciptanya lingkungan sekolah yang komunikatif dan ramah, serta dorongan dan bimbingan guru dan siswa untuk bekerjasama dan berpartisipasi aktif, meningkatkan kualitas pendidikan dan memperkuat kemandirian sekolah dalam memecahkan masalah yang dihadapi. Pemberdayaan sekolah juga dapat dilakukan melalui pengembangan program dan kegiatan yang berkaitan dengan peningkatan kualitas pendidikan, dan memperkuat kerjasama dengan pihak luar seperti orang tua, masyarakat dan pemerintah.
WELCOME THE ERA OF MODERN MADRASAH LEADERSHIP Fahru Rijal; Anis Zohriah; Ahmad Qurtubi
Cakrawala Pedagogik Vol. 7 No. 1 (2023): Cakrawala Pedagogik
Publisher : Sekolah Tinggi Keguruan dan Pendidikan Syekh Manshur

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.51499/cp.v7i1.401

Abstract

In middle school management, the challenge of change can be implemented effectively if management and administration are managed properly. Various internal conflicts in the process of providing education usually arise due to bad management. This research is a qualitative research with a phenomenological approach. The study used subjects at MA Daar El-Ulum Saketi, Pandeglang Regency, Banten Province. The definition of a person takes into account competence, knowledge, experience and personal characteristics that can influence operational, organizational and public performance and leadership roles. Inter-industry activities which are also carried out with external components are the focus of the leadership in the process of realizing the vision and mission of the organization.
KEPEMIMPINAN KEPALA SEKOLAH DALAM MENINGKATKAN MUTU PENDIDIKAN PADA MASA COVID 19 Meliska Meliska; Anis Zohriah; Mochammad Muizzuddin
PENAIS (Jurnal Pendidikan Agama Islam) Vol. 1 No. 1 (2022): Desember 2022
Publisher : Amal Insani Foundation

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (339.391 KB) | DOI: 10.56721/penais.v1i1.57

Abstract

Penelitian ini bertujuan untuk memahami kepemimpinan kepala sekolah dan kendala yang dihadapi serta upaya yang dilakukan dalam meningkatkan mutu pendidikan pada masa covid-19 di SMAN 14 Kab. Tangerang dan SMAN 26 Kab. Tangerang. Penelitian ini merupakan penelitian lapangan dengan menggunakan pendekatan kualitatif yaitu penelitian yang mengedepankan pencarian data berdasarkan apa yang ditunjukkan oleh apa yang diungkapkan oleh responden sepanjang data data yang dikumpulkan berupa kata-kata, gambar, bukan angka. Analisis data dalam penelitian kualitatif dilakukan sebelum memasuki lapangan, di lapangan, dan setelah lapangan selesai. Analisis di tempat dilakukan untuk membangun fokus penelitian yang kuat melalui pembuatan pertanyaan analitis. Dan pada akhir analisis lapangan, peneliti merefleksikan pemikirannya terhadap fokus yang diteliti. Hasil penelitian ini menunjukkan bahwa: Pertama, kepala sekolah memegang peranan penting dalam penjaminan mutu, yang dipandang sebagai pemimpin, menjadi faktor sentral dalam menentukan arah keberhasilan akademik. Kedua, Penjaminan mutu pendidikan di SMAN 14 dan SMAN 26 Kab. Tangerang telah cukup maksimal dalam memenuhi kebutuhan seluruh warga sekolah, seperti membuat Visi dan Misi, menyusun program prota dan promes penjaminan mutu pendidikan selama covid-19, melakukan yang telah dibentuk, dan melaksanakan evaluasi, dan menyediakan minat bakat siswa dengan aktivitas – aktivitas ekstrakulikuler dibidang pramuka, futsal, bola hoki, PMR, dan Paskibra. Ketiga, Hasil yang diraih dalam kepemimpinan kepala sekolah dalam menjamin mutu pendidikan pada masa pandemi covid-19 di SMAN 14 dan SMAN 26 Kab. Tangerang adalah pelaksanaan pembelajaran daring tetap berjalan dengan baik, dan mampu mengatasi permasalahan-permasalahan yang muncul pada saat pandemi covid-19 ini.
Analisis Model Kepemimpinan Jalur Tujuan (Path Goals) Kajian Kepemimpinan Dalam Lembaga Pendidikan Sarta Sarta; Anis Zohriah; Anis Fauzi
Journal on Education Vol 6 No 1 (2023): Journal On Education: Volume 6 Nomor 1 Tahun 2023
Publisher : Departement of Mathematics Education

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31004/joe.v6i1.3274

Abstract

This study aims to analyze the path goal leadership style in educational institutions. Path Goal Theory is a leadership theory that explains how the behavior of leaders will influence how employees perceive the path between their efforts and goals. Like other situational theories, path goal theory also says that leaders will be successful if they are able to adapt their behavior to the situations they face. For example, directive leadership will be suitable if employees lack experience and knowledge about work, and if work is unstructured and complex. The idea of ​​this theory is that motivation plays an important role in how supervisors and subordinates interact and, based on that interaction, success can be achieved. Path-goal theory presents two basic propositions. First, one of the strategic functions of the leader is to improve the psychological state of subordinates which results in motivation to perform or satisfaction with work. In other words, leaders need to become aware of the necessary steps to in turn increase the intrinsic motivation of subordinates. Second, it asserts that certain situational leader behaviors will achieve a motivational function. Path-goal theory recognizes four leadership behaviors to increase subordinate motivation. The four path-goal leadership styles that serve to provide structure and reward to subordinates are directive, supportive, participative, and achievement-oriented.
Peran Kepemimpinan Dalam Lembaga Pendidikan Pada Kajian Manajemen Pendidikan Islam Eneng Siti Suherni; Anis Zohriah; Machdum Bachtiar
Journal on Education Vol 6 No 1 (2023): Journal On Education: Volume 6 Nomor 1 Tahun 2023
Publisher : Departement of Mathematics Education

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31004/joe.v6i1.3275

Abstract

This study uses a qualitative descriptive method with a literature study approach. Educational institutions certainly need a leader figure, even so what kind of leadership is capable of running an educational institution, does the educational institution need a leader. In general, leadership can be understood as a leader who is able to direct, foster or manage, guide and also show or influence. And educational institutions are a useful container for fostering human beings, leading to a better future. Leadership in educational institutions can be referred to as someone who holds the authority that determines the development of educational institutions. In this paper the author observes that every educational institution known in other words is a school and leadership is someone who is responsible for all progress in the school environment so that in this paper the understanding of leaders and leadership is discussed, leadership urgency, leadership functions, leadership styles and educational leadership in order to make a leader able to manage educational institutions to be better and more advanced
Penerapan Model Kepemimpinan Situasional Menurut Hersey Dan Blandhard Pada Lembaga Pendidikan Atiqoh Atiqoh; Anis Zohriah; Anis Fauzi
Journal on Education Vol 6 No 1 (2023): Journal On Education: Volume 6 Nomor 1 Tahun 2023
Publisher : Departement of Mathematics Education

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31004/joe.v6i1.3276

Abstract

The author in this study discusses the analysis of situational leadership models looking at the expert opinion of Hersey and Blandhard. According to Hersey and Blanchard there are four situational leadership styles, namely telling, selling, participating, and delegating. Telling is a leadership style that reflects a directing leadership style, this style is loaded with task-oriented behavior and minimal human relations-oriented behavior. This article is a type of qualitative research with a library research approach. In the literature study, the authors carried out activities to collect literature relating to the analysis of situational leadership models. Then a re-examination of the literature is carried out in depth so that it can produce the core of the discussion and conclusions
Penerapan Model Kepemimpinan Situasional Menurut Hersey dan Blandhard Pada Lembaga Pendidikan Atiqoh Atiqoh; Anis Zohriah
Journal on Education Vol 6 No 1 (2023): Journal On Education: Volume 6 Nomor 1 Tahun 2023
Publisher : Departement of Mathematics Education

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31004/joe.v6i1.3464

Abstract

The author in this study discusses the analysis of situational leadership models looking at the expert opinion of Hersey and Blandhard. According to Hersey and Blanchard there are four situational leadership styles, namely telling, selling, participating, and delegating. Telling is a leadership style that reflects a directing leadership style, this style is loaded with task-oriented behavior and minimal human relations-oriented behavior. This article is a type of qualitative research with a library research approach. In the literature study, the authors carried out activities to collect literature relating to the analysis of situational leadership models. Then a re-examination of the literature is carried out in depth so that it can produce the core of the discussion and conclusions.
Peran Kepemimpinan Kepala Sekolah dalam Meningkatkan Kinerja Guru di SMP Islam Terpadu Babunnajah Menes Rasad Mulyadi; Anis Fauzi; Anis Zohriah
Journal on Education Vol 6 No 1 (2023): Journal On Education: Volume 6 Nomor 1 Tahun 2023
Publisher : Departement of Mathematics Education

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31004/joe.v6i1.3468

Abstract

The principal's administration can influence school activities. This research uses qualitative research and describes the problems studied. This type of research uses qualitative research to identify and describe the role of the principal in improving teacher performance at SMP IT Babunjah Menes. Therefore this type of site-based research is field research where researchers go directly to the field to see firsthand what the purpose of the research is. Qualitative research has three data collection techniques, namely interviews, documentation and observation. Based on the results of this study, there are two things that are in line with the problems that the researchers found, including 1). The principal as a leader can motivate and direct stakeholders to work well in accordance with the school's vision and mission to improve teacher performance. 2). Principal management as a leader provides evaluations to increase teacher effectiveness in advancing schools 3). Among other things, the big role of the school principal in implementing the management process and managing it appropriately according to the work program that has been prepared to produce the best results, greatly influences the change and improvement of teacher performance. school. very good results. The role of the principal in providing directions in improving teacher performance has been fulfilled, but not all of them have increased greatly.
Segmentasi Pasar Jasa Pendidikan Menuju Era Society 5.0 Anis Zohriah; Ahmad Qurtubi; Ahmad Fatoni
Jurnal Ilmiah Wahana Pendidikan Vol 9 No 10 (2023): Jurnal Ilmiah Wahana Pendidikan
Publisher : Peneliti.net

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.5281/zenodo.7983299

Abstract

The world is currently experiencing developments in science and technological sophistication that are very rapid which causes standards for various aspects of human life to be based on the demands of the times., directly proportional to the increasingly competitive competition in educational institution. This research was conducted to analyze the segmentation of the education services market towards the era society 5.0. The approach taken is descriptive qualitative with the method of library research. The method of collecting data is by exploring data techniques by reading, reviewing, and analyzing various relevant literature sources. Research results: 1) Efforts to increase the marketing of educational services towards the era of society 5.0, education managers must apply concepts in accordance with technological developments and continue to create innovations in accordance with consumer expectations. 2) Educational institutions must be able to identify potential customers based on domain characteristics to increase sales and educational services. 3) Market segmentation for educational services can be carried out using demographic, psychographic and geographical approaches. 4) Marketing approaches that can be applied are undifferentiated marketing, differentiated marketing, and centralized marketing. 5) Three needs to be an automatic digitization system in the process of using technology so that educational institutions can continue to exist.
Peran Kepemimpinan Visioner dan Transformasional Kepala Sekolah dalam Meningkatkan Mutu Tenaga Pendidik dan Tenaga Kependidikan Tubagus Octafiani; Anis Zohriah; Universitas Islam Negeri Sultan Maulana
Journal on Education Vol 6 No 1 (2023): Journal On Education: Volume 6 Nomor 1 Tahun 2023
Publisher : Departement of Mathematics Education

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31004/joe.v6i1.3724

Abstract

Objective Study is to find out the role of visionary and transformational leadership of school principals in implementing the vision and mission in improving the quality of teaching and educational staff at SDIT Al-Izzah and SDIT Widya Cendekia. As well as to find out the obstacles in the visionary and transformational leadership of the principal in implementing the vision and mission in improving the quality of teaching and educational staff at SDIT Al-Izzah and SDIT Widya Cendekia. This research method uses qualitative methods. The research was conducted at SDIT Al-Izzah and SDIT Widya Cendekia. The method of collecting data using interview techniques, observation and documentation.Results research shows that leadership visions and transformational principals at SDIT Al-Izzah in implementation vision and mission use increase stopenergy educator and education done by means of (1) improvement competence pedagogical, (2) competence personality teacher, (3) social competence of teachers, (4)increase professionality teacher, (5) monitoring and evaluation of activities. While SDIT Widyascholar implements it starting from analyzing deficiency, teacher needs from external and internal factors as well as improving teacher assignments, until a plan program for overcoming deficiency and problem faced by teachers. As for constraint implementation of energy quality improvement educator by head SDIT Al-Izzah Serang City (1) still lack experience the teachers, (2) lack experience technique communicate, (3) the amount teacher women image productive. Meanwhile, the obstacle faced by the head of SDIT Widya Cendekia is facilities limited, commitment teacherless well and still lack experience for teacher, Good Experience in the review area material.
Co-Authors Abdul Mu'in Abdul Muin Abdul Muin Bahaf Abdul Mu’in Agus Gunawan Ahmad Faroji Ahmad Fatoni Ahmad Qurtubi Anis Fauzi Atiqoh Atiqoh Dedi Abu Samsudin Diniyati Hasanah Encep Syarifudin Eneng Siti Suherni Erah Juraerah Fahru Rijal Ilzamudin Ma'mur Junaedi Machdum Bachtiar Machdum Bachtiar Machdum Bahtiar Meliska Meliska Mochammad Muizzuddin Moh Suhri Rohmansyah Muh. Shofwan Mawally N.B Rasad Mulyadi Rezka Suci Ramadhanti Rijal Firdaos Rosmi Mustantri Sarta Sarta Siska Kurnia Putri Sita Nurazizah Supardi, Supardi Torismayanti Torismayanti Tubagus Octafiani Universitas Islam Negeri Sultan Maulana