Analysis of the Transformational Leadership Style of School Principals on the Effectiveness of Teachers' Social Interactions
Ali Hanafi *
Megarezky University, Indonesia.
Muzakkir
Megarezky University, Indonesia.
*Author to whom correspondence should be addressed.
Abstract
This study analyses the influence of the principal's transformational leadership style on the effectiveness of teachers' social interactions at SMP Negeri 2 Bontomarannu, Gowa Regency. Using a qualitative case study approach, data were collected through interviews, observations, and documentation, and analysed using the interactive model of Miles, Huberman & Saldaña. The results show that the implementation of transformational leadership is not yet optimal, as indicated by the principal's weak inspirational motivation, individual attention, and intellectual stimulation. As a result, teachers' social interactions in terms of communication, collaboration, and conflict resolution are still ineffective. Factors supporting the implementation of this leadership style include a collaborative school culture and the social competence of the principal, while the obstacles are resistance to change, power imbalances, and a lack of role models. The study emphasises the need to strengthen inclusive transformational leadership to improve social relations among teachers in a sustainable manner.
Keywords: Transformational leadership, teacher social interaction, case study, headmaster, education