Leadership Strategy of the Head of the Institution in Improving the Quality

Wardatul Mukarromah; Muhammad Ainul Yaqin

doi:10.61987/jemr.v4i3.888

Authors

Wardatul Mukarromah Universitas Nurul Jadid
Muhammad Ainul Yaqin Universitas Nurul Jadid

DOI:

https://doi.org/10.61987/jemr.v4i3.888

Keywords:

Strategic Leadership, Organizational Quality, Social Institutions

Abstract

This study aims to understand how the leadership strategy of the institution’s head can improve the quality of the Institute of Social Sciences and Development (LIPS). The focus is on how leaders manage members, build a vision that is open to all, and create an effective, flexible, and sustainable work system. This study employs a qualitative approach, utilizing a case study method, to examine leadership practices in social and religious organizations in greater depth. Data were collected through direct interviews with the institution’s head and members, observations of organizational activities, and official documents owned by the institution. The study's results indicate that the most suitable leadership strategy for LIPS is a participatory and transformative leadership style. This means that leaders encourage cooperation, are open and transparent in communication, provide ongoing coaching, and involve all parties in the decision-making process. This approach has been proven to enhance program quality, foster a stronger work culture within the organization, and encourage active participation from members in achieving common goals. These findings suggest that leaders of social organizations should adopt leadership styles tailored to the field’s specific conditions and grounded in shared values, thereby ensuring the organization’s quality continues to improve comprehensively and sustainably.

References

Abdullah, A. (2024). Innovative Approach in Curriculum Development: Improving Education and Training Programs through Multidimensional Strategies. PEDAGOGIK: Jurnal Pendidikan, 11(2), 160–179. https://doi.org/10.33650/pjp.v11i2.9290

Abdullah, A., & Annisah, I. (2023). Building Santri Loyalty Through Total Quality Service in Pesantren. QULUBANA: Jurnal Manajemen Dakwah, 4(1), 130–146. https://doi.org/10.54396/qlb.v4i1.992

Alamsyah, A., Kusuma, G. N. W., & Ramadhani, D. P. (2024). A review on decentralized finance ecosystems. Future Internet, 16(3), 76. https://doi.org/10.3390/fi16030076

Alblooshi, M., Shamsuzzaman, M., & Haridy, S. (2021). The relationship between leadership styles and organisational innovation: A systematic literature review and narrative synthesis. European Journal of Innovation Management, 24(2), 338–370. https://doi.org/10.1108/EJIM-11-2019-0339

AlNuaimi, B. K., Singh, S. K., & Harney, B. (2021). Unpacking the role of innovation capability: Exploring the impact of leadership style on green procurement via a natural resource-based perspective. Journal of Business Research, 134, 78–88. https://doi.org/10.1016/j.jbusres.2021.05.026

Amiri, Z., Heidari, A., Navimipour, N. J., & Unal, M. (2023). Resilient and dependability management in distributed environments: A systematic and comprehensive literature review. Cluster Computing, 26(2), 1565–1600. https://doi.org/10.1007/s10586-022-03738-5

Anning-Dorson, T. (2021). Organizational culture and leadership as antecedents to organizational flexibility: implications for SME competitiveness. Journal of Entrepreneurship in Emerging Economies, 13(5), 1309–1325. https://doi.org/10.1108/JEEE-08-2020-0288

Asutay, M., Buana, G. K., & Avdukic, A. (2022). The impact of Islamic spirituality on job satisfaction and organisational commitment: exploring mediation and moderation impact. Journal of Business Ethics, 181(4), 913–932. https://doi.org/10.1007/s10551-021-04940-y

Baharun, H. (2025). Quality Control in HR Management: Ensuring Accreditation in Higher Education. Evaluasi: Jurnal Manajemen Pendidikan Islam, 9(1), 142–158. https://doi.org/10.32478/essysg79

Campisi, T., & Serrau, D. (2022). Locally integrated partnership as a tool to implement a Smart Port Management Strategy: The case of the port of Ravenna (Italy). Ocean & Coastal Management, 224, 106179. https://doi.org/10.1016/j.ocecoaman.2022.106179

Dehghani, M., & Trojovský, P. (2022). Hybrid leader based optimization: a new stochastic optimization algorithm for solving optimization applications. Scientific Reports, 12(1), 5549. https://doi.org/10.1038/s41598-022-09514-0

Cunha, M. P., Parreira, & Rego, A. (2025). The KPI-OKR system: articulating the paradoxical tensions of strategy and execution. IEEE Engineering Management Review. https://doi.org/10.1109/EMR.2025.3562759

Goleman, D., & Cherniss, C. (2024). Optimal leadership and emotional intelligence. Leader to Leader, 2024(113), 7–12. https://doi.org/10.1002/ltl.20813

Hefniy, H., Diana, E., & Imam, O. A. (2025). The Utilization Artificial Intelligence to Recruitment the Best Educational Talent. Indonesian Journal of Artificial Intelligence (IJAI), 1(1), 12–23.

Jeon, K. S., & Choi, B. K. (2021). Workplace spirituality, organizational commitment and life satisfaction: the moderating role of religious affiliation. Journal of Organizational Change Management, 34(5), 1125–1143. https://doi.org/10.1108/JOCM-01-2021-0012

Lee, C., Li, Y., Yeh, W., & Yu, Z. (2022). The effects of leader emotional intelligence, leadership styles, organizational commitment, and trust on job performance in the real estate brokerage industry. Frontiers in Psychology, 13, 881725. https://doi.org/10.3389/fpsyg.2022.881725

Odeh, R. B. S., Obeidat, B. Y., Jaradat, M. O., Masa’deh, R., & Alshurideh, M. T. (2023). The transformational leadership role in achieving organizational resilience through adaptive cultures: the case of Dubai service sector. International Journal of Productivity and Performance Management, 72(2), 440–468. https://doi.org/10.1108/IJPPM-02-2021-0093