MEMBANGUN KULTUR MADRASAH POSITIF MELALUI PRAKTIK KEPEMIMPINAN SERVANT LOVE
Main Article Content
Abstract
This study aims to analyze the mechanisms and processes of positive culture construction through the practice of "Servant Love" leadership in a madrasah environment. This objective is motivated by the need to unpack the "black box" of social processes linking leadership actions to sustainable cultural change, which has so far remained understudied. The study used a qualitative approach with an intrinsic case study design in one madrasah led by a figure who implements the Servant Love principle. Data were collected through triangulation of passive participant observation techniques, in-depth semi-structured interviews with the madrasah principal, teachers, staff, and students, and analysis of related documents. Data were analyzed interactively and thematically. The results revealed three key mechanisms (1) Operationalization of Servant Love as a "Present-Serving Leader" through physical and emotional presence that builds trust; (2) Transformation of decision-making into a collective learning and empowerment ritual that fosters a sense of agency and we-ness; and (3) Reframing conflict as a momentum for "relationship building" that builds organizational resilience and solidarity. These findings provide a process map showing how micro-practices of love and service-based leadership actually shape the norms, values, and interaction patterns that build a positive madrasah culture.
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This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.
References
Abdullah, M. (2019). School culture to serve performance of madrasah in Indonesia. QIJIS, 7(1), 1–23.
Al-Kassimi, K., Kirat, M., & Hmaidi, L. (2025). A critique of Frantz Fanon’s abandonment neurosis and secular-humanist ideology: Islam, non-violence, and anti-colonial movements. Cogent Arts & Humanities, 12(1), 2522563.
Chen, L., Baird, A., & Straub, D. (2019). Why do participants continue to contribute? Evaluation of usefulness voting and commenting motivational affordances within an online knowledge community. Decision Support Systems, 118, 21–32.
Crossley, R. M., Elmagrhi, M. H., & Ntim, C. G. (2021). Sustainability and legitimacy theory: The case of sustainable social and environmental practices of small and medium‐sized enterprises. Business Strategy and the Environment, 30(8), 3740–3762.
Idrus, M. M., Ahmad Mahir, N., Massari, N., & Ismail, H. (2025). Reimagining de-urbanised madrasa and self-place interaction through the lens of psychogeography. Humanities and Social Sciences Communications, 12(1), 1–10.
Jeong, Y.-C., & Kim, T.-Y. (2019). Between legitimacy and efficiency: An institutional theory of corporate giving. Academy of Management Journal, 62(5), 1583–1608.
Kalpokaite, N., & Radivojevic, I. (2019). Demystifying qualitative data analysis for novice qualitative researchers. The Qualitative Report, 24(13), 44–57.
Kilag, O. K. T., Diano Jr, F. M., Malbas, M. H., Mansueto, D. P., Villar, S. P., & Arcillo, M. T. (2023). The role of servant leadership in creating a positive school climate. Science and Education, 4(5), 933–942.
Le, T.-T., Phuong, H.-Y., Nguyen, A.-T., Pham, T.-T., Huynh Thi, A.-T., & Nguyen, H.-T. (2023). Illuminating the English as a foreign language (EFL) teaching odyssey: Unveiling the professional identities of pre-service teachers. F1000Research, 12, 1086.
Lemoine, G. J., Hartnell, C. A., & Leroy, H. (2019). Taking stock of moral approaches to leadership: An integrative review of ethical, authentic, and servant leadership. Academy of Management Annals, 13(1), 148–187.
Lepold, K. (2019). Examining Honneth’s positive theory of recognition. Critical Horizons, 20(3), 246–261.
Lim, W. M. (2025). What is qualitative research? An overview and guidelines. Australasian Marketing Journal, 33(2), 199–229.
Louvier, F. (2019). A comparative study of the dress, food and leisure of domestic servants in France and Britain, 1900-1939. University of Oxford.
Madjid, A., & Samsudin, M. (2021). Impact of Achievement Motivation and Transformational Leadership on Teacher Performance Mediated by Organizational Commitment. Educational Sciences: Theory & Practice, 21(3).
Mahmud, M. E. (2025). School Leadership Models and Efforts Reconstruction of Religious Moderation in State Madrasah Aliyah in Indonesia. Educational Process: International Journal, 14, e2025018.
Metcalf, B. (1978). The madrasa at Deoband: A model for religious education in modern India. Modern Asian Studies, 12(1), 111–134.
Meuser, J. D., & Smallfield, J. (2023). Servant leadership: The missing community component. Business Horizons, 66(2), 251–264.
Tuominen, M., & Haanpää, L. (2022). Young people’s well-being and the association with social capital, ie social networks, trust and reciprocity. Social Indicators Research, 159(2), 617–645.
Wells, V., Ellis, N., Slack, R., & Moufahim, M. (2019). “It’s us, you know, there’sa feeling of community”: Exploring notions of community in a consumer co-operative. Journal of Business Ethics, 158(3), 617–635.
Yavuz Sercekman, M., & Akca, M. (2025). Transforming managers with mindfulness-based training: a journey towards humanistic management principles. Current Psychology, 44(2), 1382–1394.
Main Article Content
Abstract
This study aims to analyze the mechanisms and processes of positive culture construction through the practice of "Servant Love" leadership in a madrasah environment. This objective is motivated by the need to unpack the "black box" of social processes linking leadership actions to sustainable cultural change, which has so far remained understudied. The study used a qualitative approach with an intrinsic case study design in one madrasah led by a figure who implements the Servant Love principle. Data were collected through triangulation of passive participant observation techniques, in-depth semi-structured interviews with the madrasah principal, teachers, staff, and students, and analysis of related documents. Data were analyzed interactively and thematically. The results revealed three key mechanisms (1) Operationalization of Servant Love as a "Present-Serving Leader" through physical and emotional presence that builds trust; (2) Transformation of decision-making into a collective learning and empowerment ritual that fosters a sense of agency and we-ness; and (3) Reframing conflict as a momentum for "relationship building" that builds organizational resilience and solidarity. These findings provide a process map showing how micro-practices of love and service-based leadership actually shape the norms, values, and interaction patterns that build a positive madrasah culture.
Article Details
This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.
References
Abdullah, M. (2019). School culture to serve performance of madrasah in Indonesia. QIJIS, 7(1), 1–23.
Al-Kassimi, K., Kirat, M., & Hmaidi, L. (2025). A critique of Frantz Fanon’s abandonment neurosis and secular-humanist ideology: Islam, non-violence, and anti-colonial movements. Cogent Arts & Humanities, 12(1), 2522563.
Chen, L., Baird, A., & Straub, D. (2019). Why do participants continue to contribute? Evaluation of usefulness voting and commenting motivational affordances within an online knowledge community. Decision Support Systems, 118, 21–32.
Crossley, R. M., Elmagrhi, M. H., & Ntim, C. G. (2021). Sustainability and legitimacy theory: The case of sustainable social and environmental practices of small and medium‐sized enterprises. Business Strategy and the Environment, 30(8), 3740–3762.
Idrus, M. M., Ahmad Mahir, N., Massari, N., & Ismail, H. (2025). Reimagining de-urbanised madrasa and self-place interaction through the lens of psychogeography. Humanities and Social Sciences Communications, 12(1), 1–10.
Jeong, Y.-C., & Kim, T.-Y. (2019). Between legitimacy and efficiency: An institutional theory of corporate giving. Academy of Management Journal, 62(5), 1583–1608.
Kalpokaite, N., & Radivojevic, I. (2019). Demystifying qualitative data analysis for novice qualitative researchers. The Qualitative Report, 24(13), 44–57.
Kilag, O. K. T., Diano Jr, F. M., Malbas, M. H., Mansueto, D. P., Villar, S. P., & Arcillo, M. T. (2023). The role of servant leadership in creating a positive school climate. Science and Education, 4(5), 933–942.
Le, T.-T., Phuong, H.-Y., Nguyen, A.-T., Pham, T.-T., Huynh Thi, A.-T., & Nguyen, H.-T. (2023). Illuminating the English as a foreign language (EFL) teaching odyssey: Unveiling the professional identities of pre-service teachers. F1000Research, 12, 1086.
Lemoine, G. J., Hartnell, C. A., & Leroy, H. (2019). Taking stock of moral approaches to leadership: An integrative review of ethical, authentic, and servant leadership. Academy of Management Annals, 13(1), 148–187.
Lepold, K. (2019). Examining Honneth’s positive theory of recognition. Critical Horizons, 20(3), 246–261.
Lim, W. M. (2025). What is qualitative research? An overview and guidelines. Australasian Marketing Journal, 33(2), 199–229.
Louvier, F. (2019). A comparative study of the dress, food and leisure of domestic servants in France and Britain, 1900-1939. University of Oxford.
Madjid, A., & Samsudin, M. (2021). Impact of Achievement Motivation and Transformational Leadership on Teacher Performance Mediated by Organizational Commitment. Educational Sciences: Theory & Practice, 21(3).
Mahmud, M. E. (2025). School Leadership Models and Efforts Reconstruction of Religious Moderation in State Madrasah Aliyah in Indonesia. Educational Process: International Journal, 14, e2025018.
Metcalf, B. (1978). The madrasa at Deoband: A model for religious education in modern India. Modern Asian Studies, 12(1), 111–134.
Meuser, J. D., & Smallfield, J. (2023). Servant leadership: The missing community component. Business Horizons, 66(2), 251–264.
Tuominen, M., & Haanpää, L. (2022). Young people’s well-being and the association with social capital, ie social networks, trust and reciprocity. Social Indicators Research, 159(2), 617–645.
Wells, V., Ellis, N., Slack, R., & Moufahim, M. (2019). “It’s us, you know, there’sa feeling of community”: Exploring notions of community in a consumer co-operative. Journal of Business Ethics, 158(3), 617–635.
Yavuz Sercekman, M., & Akca, M. (2025). Transforming managers with mindfulness-based training: a journey towards humanistic management principles. Current Psychology, 44(2), 1382–1394.