Kepimpinan Transformasional

Kepimpinan Transformasional

Positive finding of IV (if

Negative finding of iV (if Applicable)

Applicable)
Kepimpinan Transformasional adalah suatu Kebanyakkan masalah sekolah akan timbul
proses, iaitu pemimpin dan pengikutnya apabila pihak pentadbir sekolah tidak
saling merangsang diri satu sama lain untuk memberikan peluang kepada guru untuk
penciptaan level yang tinggi dari morality dan bersama-sama membuat keputusan tetapi
motivasi yang dikaitkan dengan tugas pokok hanya mengarahkan guru melaksanakan
dan fungsi mereka. Pemimpin tranformasional rancangan atau keputusan yang mereka
harus

mampu

mengkomunikasikan

mendefinisikan, tidak terlibat bersama. (Zaidatol et al.

mereliassasikan

visi (2007)).

organisasi dan bawahan harus menerima dan

mengakui kredibiliti pemimpin (Tatilu et Nevertheless,
al.2014)

there

is

limited

understanding of the numerous factors that

associated with peoples motivation to

Kepimpinan Transformasional iaitu pemimpin support

yang

mencurahkan

perhatiannya

organizational

kepada (Lamm&Gordon,2010)

persoalan-persoalan yang dihadapi oleh para

pengikutnya dan keperluan diri masingmasing pengikutnya dengan cara memberikan
semangat dan dorongan untuk mencapai
1

change.

tujuannya.(Robbin,2007).

Kepimpinan

Transformasional

dapat

merangsangkan orang lain supaya yakin

kepada kebolehan dan potensi yang ada pada
dirinya.

Pengetua

kepimpinan
meningkatkan

yang

mengamalkan

transformasional

dapat

efikasi-kendiri

guru.

Penggunaan kebolehan tersebut secara tidak

langsung dapat membawa sekolah kea rah
yang lebih cemerlang(Zaidatol,2007).
Kepimpinan

Transformasional

memiliki

pengaruh terhadap kinerja karyawan, model

kepimpinan ini cukup efektif diterapkan
dalam perusahaan yang ingin berkembang.
Perusahaan yang menerapkan Kepimpinan
Transformasional adalah perusahaan yang
mempunyai motivasi serta visi dan misi yang
jelas sehingga peningkatan kinerja.(Tatilu et
al.(2014))

Komitmen Kerja

Komitmen Kerja

Positive finding of DV (if

Negative finding of DV (if Applicable)

2

Applicable)

Previous studies found that commitment has The high and low about the teachers
some close ties with organizations culture. organizational

commitment

is

closely

Commitment is shaped by the norms and related to the teacher job attitude, work
symbols,

value

assumptions

and

about

beliefs
the

and

culture

of

basic performance and burnout, turnover, and

the influence the performance level of whole

organization.(Zulfikri et al.(2015))

school (Yu Bo,2013).

Result confirmed the relationship between The

principals

high

and

leaderships style and teacher organizational

low

about

commitment

is

teachers
closely

commitment, and a statistically significant related to teacher job attitude, work

difference in the level of commitment performance and burnout, turnover, and
reported by teachers at newer secondary influence the performance level of whole
schools.

Results

biographical

also

variables

indicated

that school. It will be important task for a

moderated

the leaders at all levels that how to strengthen

relationships between principal leadership the

level

of

teachers

organizational

style and teacher commitment. Additionally commitment.(Yu Bo,2013)

the regression model indicated that principal
leadership style sub variables, in combination, The past research showed that leadership
accounted
commitment

for

some

variance

demonstrated

(Marshall,2015)

by

in

the was

closely

teachers. organizational

related

to

commitment.

employee
In

any

organizational, the leader is always at the

core position and plays an important role

for the entire organization success and
failure. (Yu Bo,2013)

Therefore we have to depend upon most of

the western resources; there is only little
number

of

undertaken.

local
The

resources
researches

that

are

found

complex relation between reward practice

and employees job but performance i.e.
not only the monetary rewards but
employers appraisal rewards are also
needed

for

better

employee

job

performances. (Hafiz Imran et al.(2014))