Trust-Based Leadership Increases Decision-Making Effectiveness in Madrasah Tsanawiyah Jambi

Natalia Sihombing S.Pd Jumat, Agustus 07, 2026
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FORMOSA NEWS

An in-depth study on how teachers' trust in school principals affects decision-making effectiveness in three State Islamic Junior Secondary Schools (MTsN) in Jambi Province was completed by Yanfaunnas, Mukhtar, and Muhammad Junaidi from the Postgraduate Program of UIN Sulthan Thaha Saifuddin Jambi in July 2026. This research is extremely important because it successfully uncovers the psychological and managerial mechanisms that transform a passive culture in madrasahs into active participation, which directly impacts the improvement of the quality of educational governance.

Background and Challenges of Madrasah Management

In the national education system, madrasahs hold a strategic position to shape students who are intelligent, knowledgeable, and of noble character. However, there is often a gap between the idealism of ministerial policies and the reality on the ground. Symptoms such as teachers being passive during meetings, a culture of silence, small oppositional groups, and bureaucratic obstacles frequently hinder the effectiveness of school policies.

Approach and Research Methods

This study used a multi-site qualitative phenomenological design across three main locations, namely MTsN 1 Bungo, MTsN 1 Batang Hari, and MTsN 1 Kota Jambi. Data was collected through participatory observation of daily school activities, in-depth interviews with principals, teachers, and administrative staff, as well as examination of official institutional documents.

Main Research Findings

The results of the field study found several crucial points in madrasah leadership governance:

  • The formation of the concept of "comprehensive trust," which combines rational dimensions (competence and adherence to rules) and relational dimensions (benevolence, open communication, and emotional warmth).
  • The identification of "visibility" or the consistent physical presence of the principal in various activities, including during emergency situations, as the sixth face of the trust dimension that is highly relevant to the local deliberation culture.
  • The discovery of a trust-based leadership loop where trust encourages active participation, produces quality information, leads to better decisions, and culminates in the reinforcement of trust once again.
  • The paradoxical evidence that leadership accountability—such as the leader's openness in admitting mistakes and collectively revising decisions—actually strengthens the authority and trust of teachers rather than weakening it.

Implications and Broad Impact

According to Yanfaunnas, Mukhtar, and Muhammad Junaidi from the Postgraduate Program of UIN Sulthan Thaha Saifuddin Jambi, this trust-based leadership model offers essential practical guidance for the selection, training, and evaluation processes of madrasah principals. These findings make a tangible contribution to the world of education so that school leaders do not simply rely on structural power, but instead build relationships based on competence, integrity, and openness to achieve shared goals.

Brief Author Profiles

  • Yanfaunnas – Researcher and academic at the Postgraduate Program of UIN Sulthan Thaha Saifuddin Jambi.
  • Mukhtar – Researcher and academic at the Postgraduate Program of UIN Sulthan Thaha Saifuddin Jambi.
  • Muhammad Junaidi – Researcher and academic at the Postgraduate Program of UIN Sulthan Thaha Saifuddin Jambi.

Research Sources

Natalia Sihombing S.Pd

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