Transformational Leadership in Integrating Quality Management Systems and a Culture of Recognition: A Case Study of Darussalam Islamic Boarding School in Martapura

Zaidan Almas; Dakir Dakir

doi:10.58421/gehu.v5i4.1374

DOI:

https://doi.org/10.58421/gehu.v5i4.1374

Authors

Zaidan Almas Universitas Islam Negeri Palangka Raya
Dakir Dakir Universitas Islam Negeri Palangka Raya

Keywords:

Culture of Appreciation, Islamic Boarding Schools, Islamic Education., Quality Management , Transformational Leadership

Abstract

This study aims to reconstruct a model of transformational leadership in the integration of quality management systems and a culture of recognition at the Darussalam Islamic Boarding School in Martapura. A qualitative approach using a case study design was employed to understand leadership practices in context through in-depth interviews, participant observation, and document analysis. The study involved 12 informants consisting of school leaders, teachers/instructors, administrators, and educational staff, with fieldwork conducted over approximately four months. Data analysis was conducted thematically using the Miles, Huberman, and Saldaña interactive model, ensuring validity through triangulation, member checking, and peer debriefing. The research findings indicate that transformational leadership functions as an integrative mechanism unifying three main layers: (1) value-based leadership through moral exemplarity and the internalization of vision as the foundation of quality, (2) systemic quality integration through reflective evaluation and continuous innovation, and (3) culture of recognition reinforcement through formal and symbolic rewards grounded in religious values that strengthen intrinsic motivation. These three layers operate cyclically: values drive the system, the system shapes quality habits, and the culture of recognition maintains the sustainability of performance. Theoretically, these findings suggest that the effectiveness of quality management in Islamic boarding schools cannot be explained solely through a managerial approach, but rather through the integration of moral leadership, organizational systems, and a culture of recognition. In practice, this model may serve as a reference for other Islamic boarding schools seeking to improve quality without losing their Islamic identity. As a single-case study, the findings should be interpreted contextually and require further validation in other pesantren settings.

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