Academic journal article Higher Education Studies

Understanding the Relationship between School-Based Management, Emotional Intelligence and Performance of Religious Upper Secondary School Principals in Banten Province

Academic journal article Higher Education Studies

Understanding the Relationship between School-Based Management, Emotional Intelligence and Performance of Religious Upper Secondary School Principals in Banten Province

Article excerpt

Abstract

The research examines the correlation between the understanding of school-based management, emotional intelligences and headmaster performance. Data was collectred, using quantitative methods. The statistical analysis used was the Pearson Correlation, and multivariate regression analysis. The results of this research suggest firstly that there is significant correlation between understanding of school-based management and principals performance. Secondly, there is a significan correlation between emotional intelligences and principals performance. Thirdly, there is a significant correlation between the understanding of school-based management, emotional intelligence and principals performance.

Keyword: principals performance, understanding of school-based management, emotional intelligences

1. Introduction

The success of education at upper secondary school level, especially Islamic schools (Islamic Senior High School) is influenced by many factors ranging from human resources such as school principals, students, school building, library, classroom equipment and the like. The school principal is the main role and determinants (determinant) success in organizing the school to improve student academic achievement and skills. Principals have the authority in the administration of the school. Her role as an educator, manager, administrator, supervisor, manager, innovator, and motivator (Mulyasa, 2003).

The success of school leaders to drive the effectiveness of a school is often linked to the quality of school leadership (Isaac, 2002; Awang & Ramaiah, 2002; Karim, 1989). In the context of improving the performance and promoting excellence in education, particularly in religious schools, school leaders are not only viewed in terms of their stability or strength of style, but also in terms of their quality of motivation, empathy, integrity and intuitive ability, all of which are a part of emotional intelligence (Lunenberg & Ornstein, 2004).

To improve performance, the school organization has developed school-based management. Implemantation School-Based Management in the school and its application in the field include: 1) Management of curriculum and learning programs, 2) Management of educators, 3) student management, 4) financial management, 5) Management of educational facilities, 6) Relationship management school with the public, and special services management (Mulyasa, 2002).

The success of the organization work of the school depends on how the working group, which means the work can be carried out in accordance with the values, ideology, religion, tradition, technology owned by the human resources are concerned. From the point of emotional intelligence has found that school principals act less intelligent, like angry against teachers, staff and students without apparent reasons. Have no feeling for others as yet can feel the happiness and suffering of other schools, less sensitive to the situation, can not control themselves and tend to act emotionally. Principals are less able to develop their emotional intelligence abilities to the maximum that can give you happiness, pleasure and joy to the students at school.

According to Goleman, Boyatzis and McKee (2004), the greatness of a leader depends on his or her ability to understand the emotional state of their subordinates in the workplace. The ability to manage emotions is called emotional intelligence. Thus, it is recognized that the better a principal is at controlling his emotions, the better the performance of the principal of the school. Research literature suggests that emotional competence is impacting the next leadership to subordinate role in enhancing the effectiveness of an organization (Hamlin, 2003; Zehner & Holton III, 2003).

Goleman (2005), states that leaders who have the power of emotions is a good leader who can lead and be able to take care of subordinated. This is because the ability to understand the emotional leader subordinate is something quite important in the workplace. …

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