Shura Al-Ghazali Leadership In Madrasah Management: Between The Ideality Of Islamic Values And The Reality Of Managerial Practice

Andika Febriyanto; Subiyantoro Subiyantoro; Pandu Winata

doi:10.18860/rosikhun.v5i2.40831

Shura Al-Ghazali Leadership In Madrasah Management: Between The Ideality Of Islamic Values And The Reality Of Managerial Practice

Andika Febriyanto, Subiyantoro Subiyantoro, Pandu Winata

Abstract

Leadership in Islamic education demands an integration between managerial effectiveness and moral-spiritual values. One of the leadership concepts that has strong roots in the Islamic tradition is shura leadership as stated by Al-Ghazali. This study aims to analyze the implementation of shura leadership in the style of Al-Ghazali in the management of Islamic education in Madrasah Tsanawiyah Negeri (MTsN) 1 Pangkalpinang. The research uses a qualitative approach with a case study design. Data were collected through in-depth interviews, participatory observations, and documentation, then analyzed using the Al-Ghazali shura leadership framework through the stages of data reduction, data presentation, and conclusion drawn. The results of the study show that deliberation has been applied as a formal mechanism in decision-making, but the practice is still consultative with the final decision authority centered on the madrasah leadership. Teachers' participation in madrasah management tends to be limited to the policy implementation stage, while involvement in planning and evaluation is not optimal. In addition, a culture of administrative compliance and bureaucratic demands limits collaboration and weakens teachers' agency. This study concludes that the implementation of shura leadership in madrassas is still at the procedural level and requires strengthening the meaning of deliberation, expanding teacher participation substantively, and structural and cultural adjustments to be in line with the ethical principles of Islamic leadership.

Keywords

Shura Leadership; Al-Ghazali, Islamic Education Management; Participatory Leadership

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DOI: https://doi.org/10.18860/rosikhun.v5i2.40831