Jurnal Pendidikan Nusantara

Characteristics of Transformational and Digital Leadership Among Principals of Integrated Islamic Elementary Schools

Awalu Briliana Famila, Ris'an Rusli — Tue, 05 May 2026 00:00:00 +0700

This study describes the characteristics of the principal's transformational leadership at SDIT Nurul Iman Palembang, an integrated Islamic elementary school, analyzes the application of digital leadership to strengthen educators’ innovation, examines personality and human resource development programs for educators, and explains how transformational leadership shapes organizational change and the quality of education. Using a qualitative case study design, data were collected through one month of participatory observation, semi-structured interviews with five teachers, and a review of documentation, and were then analyzed inductively using Miles, Huberman, and Saldaña's interactive model regarding data condensation, presentation, and the drawing of conclusions and verification. The findings indicate that the school principal demonstrated eight ideal leadership traits and four transformational dimensions: charisma, inspirational motivation, intellectual stimulation, and individual consideration, while gradually adopting digital tools to monitor learning and communicate with parents, in addition to a structured character-building program for teachers. These practices strengthened teachers' commitment, learning outcomes, and institutional management. This study concludes that transformational leadership drives continuous quality improvement in integrated Islamic elementary education.

Madrasah Image Building through Educational Marketing Strategy: A Marketing 4.0 Perspective

Mega Safita Putri, Ichwanudin — Tue, 05 May 2026 00:00:00 +0700

Competition between educational institutions in the digital space demands that madrasas systematically build their image through marketing strategies. This study aims to describe the educational marketing strategy of MTsN 1 Ponorogo based on the 5A and 4C concepts from a Marketing 4.0 perspective, and analyze how this strategy builds the madrasa's image. The study used a qualitative case study approach with an interactive model analysis of Miles, Huberman, and Saldana. The results show that at the awareness stage. The Madrasah combines print media, social media, and the Matsapo Competition. At this stage, appeal, the attraction rests on a variety of excellent programs and affordable costs. At this stage ask, information is available through brochures, banners, websites, social media, and family. At this stage, act, fans exceed capacity. At this level, advocate: recommendations circulate through families and guardians, thus forming a cycle that returns to the initial stage, aware. In the 4C analysis, co-creation appears as consultative participation in program design. In contrast, currency, communal activation, and conversation partially align with the concept: cost differentiation, access relying on existing communities, and the strongest conversations taking place face-to-face. This strategy builds image by making programs and achievements publicized and recommended, thereby shifting the Madrasah's position from second choice to first choice.