Analysis of Leadership Development Using the STEAM Model for Smart Education

Ghasa Faraasyatul ‘Alam, Burhanuddin Burhanuddin, Raden Bambang Sumarsono

Abstract


The skills of 21st century students are a challenge to the world of education as well as organizational leaders who are required to be able to produce intelligent generations in the future. The success of educational institutions can be identified through leadership development so that smart education can be optimally realized in the midst of the shocks of the challenges of 21st century education. The inability of leaders to manage their institutions is an urgency for the world of education that must be restored as soon as possible, so that intelligent education in the 21st century can be properly realized. The purpose of this research is to analyze the leadership development for smart education at full day Islamic school which applies the STEAM learning model in its teaching and learning activities. This research method uses a quantitative type of survey with factor analysis to find out how many factors are formed in leadership development. The data analysis utilized the IBM SPSS Statistics 22 program with 20 teachers and 80 students as respondents who were taken using an online questionnaire. The results of the study include leading self is 26%, leading people is 28%, and leading the organization is 46%. The most important leadership development can be seen from how they lead their organization in accordance with full day Islamic school standards so that it can have a positive impact on organizational progress. Leadership development is able to have the strengths and advantages of other people so that commitment of organizational members is increasingly created. The implication of this finding is the realization of an organizational culture with an effective and efficient STEAM model in implementing ideal leadership development so that full day Islamic schools can become optimal smart education.
Keywords: STEAM model, leadership development, smart education


Full Text:

PDF

References


Y. Rahmawati, E. Taylor, P. C. Taylor, A. Ridwan, and A. Mardiah, “Students’ Engagement in Education as Sustainability: Implementing an Ethical Dilemma-STEAM Teaching Model in Chemistry Learning,” Sustain., vol. 14, no. 6, 2022, doi: 10.3390/su14063554.

Z. Zayyinah, E. Erman, Z. A. I. Supardi, E. Hariyono, and B. K. Prahani, “STEAM-Integrated Project Based Learning Models: Alternative to Improve 21st Century Skills,” in Proceedings of the Eighth Southeast Asia Design Research (SEA-DR) & the Second Science, Technology, Education, Arts, Culture, and Humanity (STEACH) International Conference (SEADR-STEACH 2021), 2022, vol. 627, doi: 10.2991/assehr.k.211229.039.

C. D. McCauley and C. J. Palus, “Developing the theory and practice of leadership development: A relational view,” Leadersh. Q., vol. 32, no. 5, 2021, doi: 10.1016/j.leaqua.2020.101456.

S. Kjellström, K. Stålne, and O. Törnblom, “Six ways of understanding leadership development: An exploration of increasing complexity,” Leadership, vol. 16, no. 4, 2020, doi: 10.1177/1742715020926731.

C. M. Reddy and V. Srinivasan, “Dialogue on leadership development,” IIMB Manag. Rev., vol. 27, no. 1, 2015, doi: 10.1016/j.iimb.2015.02.001.

D. D. Cubero, L. C. V. Gargar, G. G. D. Nallano, J. R. Magsayo, R. M. B. Guarin, and M. E. Lahoylahoy, “Enhancement of collaboration activities utilizing 21st century learning design rubric,” in AIP Conference Proceedings, 2018, vol. 1923, doi: 10.1063/1.5019507.

A. Ismail, “Strategi Kepala Sekolah dalam Mengelola Konflik Internal di SMP NU Bululawang Kabupaten Malang,” Ar-Rosikhun J. Manaj. Pendidik. Islam, vol. 1, no. 3, 2022, doi: 10.18860/rosikhun.v1i3.14243.

J. Maogoto, “The fourth domain,” in Technology and the Law on the Use of Force, 2018.

H. Yang, M. Anbarasan, and T. Vadivel, “Knowledge-Based Recommender System Using Artificial Intelligence for Smart Education,” J. Interconnect. Networks, vol. 22, 2022, doi: 10.1142/S0219265921430313.

X. Wang, J. Wilson, and W. Li, “An empirical investigation of leadership and human resources capacities as key actors in the implementation of smart education,” Educ. Sci., vol. 11, no. 3, 2021, doi: 10.3390/educsci11030138.

J. W. Creswell and J. D. Creswell, Research Design: Qualitative, Quantitative, and Mixed Methods Approaches - John W. Creswell, J. David Creswell - Google Books. 2018.

K. Knotts, J. D. Houghton, C. L. Pearce, H. Chen, G. L. Stewart, and C. C. Manz, “Leading from the inside out: a meta-analysis of how, when, and why self-leadership affects individual outcomes,” Eur. J. Work Organ. Psychol., vol. 31, no. 2, 2022, doi: 10.1080/1359432X.2021.1953988.

A. Koohang, J. Paliszkiewicz, and J. Goluchowski, “The impact of leadership on trust, knowledge management, and organizational performance: A research model,” Ind. Manag. Data Syst., vol. 117, no. 3, 2017, doi: 10.1108/IMDS-02-2016-0072.

M. Kim and T. A. Beehr, “Empowering leadership: leading people to be present through affective organizational commitment?*,” Int. J. Hum. Resour. Manag., vol. 31, no. 16, 2020, doi: 10.1080/09585192.2018.1424017.

W. Patton, “The many faces of leadership: leading people and change in Australian higher education,” J. Educ. Adm. Hist., 2020, doi: 10.1080/00220620.2020.1793740.

M. Caingcoy, “Competency of school heads in leading people influences school performance,” SSRN Electron. J., 2022, doi: 10.2139/ssrn.4063353.

A. Tandon, “Leading learning and innovation in organizations: a distributed leadership perspective,” Dev. Learn. Organ., vol. 36, no. 2, 2022, doi: 10.1108/DLO-05-2021-0087.

R. Kapur, “Leadership Skills: Fundamental in Leading to Effective Functioning of the Organizations,” Univ. Delhi, 2020.

L. Gibbs, “Leadership emergence and development: Organizations shaping leading in early childhood education,” Educ. Manag. Adm. Leadersh., vol. 50, no. 4, 2022, doi: 10.1177/1741143220940324.


Refbacks

  • There are currently no refbacks.


Flag Counter

INDEXED LINK