Pengaruh Kepemimpinan Transaksional Dan Pengambilan Keputusan Kepala Sekolah Terhadap Implementasi Rencana Stratejik Pada Sekolah Dasar Di Kecamatan Sukasari Bandung

• Main Author: Maulida, Tarita (Author)
• Format: Book
• Published: 2015-08-27.
• Subjects: Thesis; NonPeerReviewed
• Online Access: Link Metadata
• Notes: http://repository.upi.edu/18042/4/T_ADP_1204859_Title.pdf; http://repository.upi.edu/18042/5/T_ADP_1204859_Abstrack.pdf; http://repository.upi.edu/18042/4/T_ADP_1204859_Table_of_content.pdf; http://repository.upi.edu/18042/7/T_ADP_1204859_Chapter1.pdf; http://repository.upi.edu/18042/1/T_ADP_1204859_Chapter2.pdf; http://repository.upi.edu/18042/1/T_ADP_1204859_Chapter3.pdf; http://repository.upi.edu/18042/2/T_ADP_1204859_Chapter4.pdf; http://repository.upi.edu/18042/3/T_ADP_1204859_Chapter5.pdf; http://repository.upi.edu/18042/7/T_ADP_1204859_Bibliography.pdf; http://repository.upi.edu/18042/6/T_ADP_1204859_Appendix.pdf
• Keywords: L Education (General)

Sekolah dasar harus memiliki sebuah rencana stratejik (renstra) yang mapan, yang didasarkan pada analisis situasi internal dan eksternal, yang dapat mereposisi setiap unsur diluar organisasi yang berpengaruh terhadap implementasinya seperti kepemimpinan transaksional, struktur, budaya, kekuasaan dan kewenangan, pengambilan keputusan, komitmen organisasi, komunikasi, fasilitas, teknologi dan sistem informasi.Permasalahan yang ingin di jawab meliputi: Bagaimana implementasi renstra di sekolah dasar, bagaimana peran kepemimpinan transaksional dalam implementasi renstra di sekolah dasar, bagaimana dukungan pengambilan keputusan kepala sekolah terhadap implementasi renstra di sekolah dasar, seberapa besar pengaruh kepemimpinan transaksional terhadap implementasi renstra, seberapa besar pengaruh pengambilan keputusan kepala sekolah terhadap implementasi renstra, secara simultan, seberapa besar pengaruh kepemimpinan transaksional dan pengambilan keputusan kepala sekolah terhadap implementasi renstra pada Sekolah Dasar di Kecamatan Sukasari Bandung. Penelitian menggunakan pendekatan deskriptif kuantitatif dengan instrument berupa kuesioner/angket. Populasi berjumlah 28 Sekolah Dasar dengan teknik random sampling. Hasil penelitian ini menunjukkan bahwa kepemimpinan transaksional berada pada kategori tinggi, pengambilan keputusan kepala sekolah berada pada kategori tinggi, implementasi renstra berada pada kategori tinggi, kepemimpinan transaksional berpengaruh terhadap implementasi renstra, Pengambilan keputusan kepala sekolah berpengaruh terhadap implementasi renstra, dan kepemimpinan transaksional dan pengambilan keputusan kepala sekolahi secara simultan berpengaruh terhadap implementasi renstra. Kesimpulannya bahwa kepemimpinan transaksional sudah muncul dan berkategori tinggi, pengambilan keputusan kepala sekolah sudah muncul dan berkategori tinggi, kepemimpinan transaksional dan pengambilan keputusan kepala sekolah sudah muncul dan berkategori tinggi, kepemimpinan transaksional berpengaruh positif, sangat kuat dan signifikan terhadap implementasi renstra, pengambilan keputusan kepala sekolah berpengaruh positif, sangat kuat dan signifikan terhadap implementasi renstra, Kepemimpinan transaksional dan pengambilan keputusan kepala sekolah secara bersama - sama berpengaruh positif, sangat kuat dan signifikan terhadap implementasi renstra. Rekomendasi yang dapat diberikan adalah kepada seluruh stakeholder sekolah untuk dapat meningkatkan pay attention, berpartisipasi aktif dalam organisasi profesi, dan lain-lain. Kata Kunci :manajemenstratejik, rencanastratejik, implementasi, kepemimpinan, kepemimpinan transaksional, pengambilan keputusan. Elementary schools should have a good-quality strategic plan. The strategic plan underlined by internal and external environment analysis is able to transform every external variable that influences the implementation. Those variables are such as transactional leadership, structure, culture, authority, decision making, organizational commitment, communication, facility, technology, and information system. Therefore, this study was aimed to answer: How strategic plan was implemented at elementary schools; How transactional leadership was performed within strategic plan implementation at elementary schools; How principal's decision making supported strategic plan implementation at elementary schools; What the influence of transactional leadership to strategic plan implementation was; What the influence of pricipal's decision making to strategic plan implementation was;Simultaneously, what the influence of transactional leadership and principal's decision making to strategic plan implementation was. This study employed descriptive quantitative approach with a questionnaire as its instrument. The population of this study was all elementary schools (28 Elementary School) in District Sukasari Bandung and using random sampling. The findings revealed that: the category of transactional leadership was very good; the category of principal's decision making was very good; the category of strategic plan implementation was very good;transactional leadership influenced the strategic plan implementation; principal's decision making influenced the strategic plan implementation; transactional leadership and principal's decision making influenced the strategic plan implementation. It can be concluded therefore that: transactional leadership has emerged and in high category, pricipal's decision making has appeared and in high category, transactional leadership and principal decision making has appeared and in high category, transactional leadership had a positive and significant influence to the strategic plan implementation strongly; principal's decision making had a positive and significant influence to the strategic plan implementation strongly; simultaneously, transactional leadership and principal's decision making had a positive and significant influence to the strategic plan strongly. It was therefore recommended that stakeholders should, increasing pay attention, actively participate inprofessional organizations, etc. Keywords :strategic management, strategic plan, implementation, leadership, transactional leadership, decision making.