School Leadership, Organizational Culture, and Teacher Performance: Evidence from a Ma’arif Educational Institution in Indonesia
Keywords:
Principal Leadership Style; Organizational Culture; Teacher PerformanceAbstract
Teacher performance remains a critical issue in educational management, particularly in institutions where leadership practices and organizational culture have not consistently supported teaching behaviour. This study aims to analyze the effects of principal leadership style and organizational culture on teacher performance at Ma’arif Hidayatul Ummah Educational Institution in Balongpanggang, Indonesia. The study is grounded in situational leadership, organizational culture, and teacher performance perspectives, which emphasize adaptive direction, shared values, and professional instructional responsibility. A quantitative explanatory survey design was employed, involving 111 teachers selected from a population of 154 through proportionate stratified random sampling. Data were collected using observation and structured questionnaires and analyzed through validity and reliability tests, classical assumption tests, and multiple linear regression using SPSS version 27. The results show that principal leadership style and organizational culture have positive and significant effects on teacher performance. These findings highlight the need for adaptive leadership and stronger school culture.
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