Transformational Leadership and the Competitiveness of Educational Institutions

Abstract

This study aims to analyse the implementation of transformative leadership by Madrasah heads as measured through the four dimensions identified by Bass and Avolio (1994), namely idealised influence, inspirational motivation, intellectual stimulation, and individualised consideration in enhancing the competitiveness of Islamic educational institutions. The study employed a qualitative approach with a multi-site phenomenological design at two state madrasahs in the city of Surabaya, namely MTsN 1 and MTsN 3, which have equivalent institutional status but differ in their development orientation. Informants were selected purposively and comprised headteachers, deputy headteachers, teachers, educational staff, committee members, and parents at both sites. Data were collected through in-depth interviews, participant observation and documentation, and were subsequently analysed using Reflexive Thematic Analysis (Braun & Clarke, 2021) with data validity checked through triangulation of sources and methods. The research findings indicate that the four dimensions of transformational leadership are manifested through different strategies at each site: MTsN 1 emphasises academic innovation and technology-based learning, whilst MTsN 3 emphasises religious culture, religious moderation, and boarding school character education however, both consistently strengthen the institutions’ competitiveness by increasing enrolment numbers, student achievement, and the quality of human resources. This study also identified a pattern of leadership with spiritual significance, namely the interpretation of education as a form of worship and a trust that strengthens institutional identity and shared commitment. This finding broadens the understanding of transformative leadership by contextualising it within the values of Islamic education as an additional foundation for institutional competitiveness.