Seperti dikatakan Fullan (2007), “The moral purpose of school leadership is to make a difference in the lives of all children.” Maka, kepemimpinan adalah panggilan untuk mencipta perubahan, bukan hanya mengelola status quo. (*)

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Baca Juga:Berhala Baru di Atas Air Mata Semau

 

Daftar Pustaka (APA 7th Edition)

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  • Aji, R. H., & Sahid, M. (2022). Supervisi Kepala Sekolah di Daerah 3T: Studi Kasus di NTT. Jurnal Manajemen Pendidikan, 10(2), 77–89.
  • Arifin, A., & Yunus, M. (2023). Reformasi Rekrutmen Kepala Sekolah di Indonesia: Antara Meritokrasi dan Politisasi. Jurnal Kebijakan Pendidikan, 15(1), 33–45.
  • Bass, B. M., & Avolio, B. J. (1994). Improving Organizational Effectiveness through Transformational Leadership.Thousand Oaks: SAGE.
  • Damanik, M. R. E., & Aldridge, J. M. (2021). The influence of principal leadership on teacher professional learning and student achievement in Indonesia. Asia Pacific Education Review, 22, 51–66.
  • Fullan, M. (2007). The New Meaning of Educational Change (4th ed.). New York: Teachers College Press.
  • Greenleaf, R. K. (1977). Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. New York: Paulist Press.
  • Hallinger, P., & Murphy, J. (2013). Assessing the Instructional Management Behavior of Principals. The Elementary School Journal, 86(2), 217–247.
  • Khalifa, M. A., Gooden, M. A., & Davis, J. E. (2016). Culturally responsive school leadership. Review of Educational Research, 86(4), 1272–1311.
  • Leithwood, K., Harris, A., & Hopkins, D. (2020). Seven strong claims about successful school leadership revisited. School Leadership & Management, 40(1), 5–22.
  • World Bank. (2020). Rising to the Challenge: Indonesia’s Education Response to COVID-19. Washington, D.C.: World Bank.
  • Yuwono, S. (2022). Kearifan Lokal dalam Kepemimpinan Sekolah Adat: Studi Kasus di Flores Timur. Jurnal Pendidikan dan Kebudayaan, 27(3), 178–192.