Hendra Harmi

School organizational culture in Islamic education requires ethical foundations that can support teachers' professional responsibility without neglecting their well-being. This article develops an analytical framework for examining the internalization of amanah (trustworthiness and accountability) and ihsan (excellence and care) in relation to teachers' organizational commitment at SDIT Ar-Raihan, Pagar Alam, Indonesia. A qualitative single-case study is proposed, involving purposively selected school leaders, teachers, and educational staff, with semi-structured interviews, nonparticipant observations, document analysis, and reflexive thematic analysis. A synthesis of recent scholarship indicates that value-based culture may influence affective and normative commitment through trustworthy leadership, professional meaning, organizational justice, and collegial support; continuance commitment also depends on employment conditions. These relationships are presented as propositions requiring field verification, not as empirical findings from the school. The framework offers an ethically grounded direction for examining teacher commitment and improving Islamic school management.

Madrasah leadership is increasingly expected to translate educational regulations and institutional visions into accountable practices that strengthen teaching, organizational culture, and Islamic character formation. This study is designed to examine how ethical, servant, spiritual, and authentic leadership are interpreted and enacted in educational policy at MTs Darussalam Lubuklinggau. A qualitative single-case study will be conducted. Purposively selected participants are expected to include the madrasah principal, vice-principals, teachers, educational staff, committee representatives, and selected students, subject to access and ethical approval. Data will be generated through in-depth interviews, non-participant observations, and analysis of institutional documents. The analysis will combine iterative data condensation, display, and conclusion verification with theory-informed and inductive thematic coding. Source and method triangulation, participant checking, and an audit trail will be used to strengthen trustworthiness. Since fieldwork has not yet been conducted, this manuscript does not report empirical findings. Its intended contribution is an analytical framework connecting four complementary leadership perspectives with the stages of madrasah policy formulation, communication, implementation, monitoring, and evaluation.

This research is motivated by the importance of developing students' religious character as part of the effort to mold learners with noble character amidst the moral challenges of the modern era. The success of religious character development is inseparable from the management implemented by the school through the functions of planning, organizing, implementing, and supervising. This study aims to describe the management of religious character development for students at SMKIT Khoiru Ummah and SMKIT Rabbi Radhiyya in Rejang Lebong Regency, covering the aspects of program planning, organizing, implementation, and supervision. The study employs a qualitative approach with a case study design. Data were collected through interviews, observations, and documentation involving school principals, vice principals, supervising teachers, homeroom teachers, and students. Data analysis utilized the interactive model proposed by Miles, Huberman, and Saldana comprising data condensation, data display, and conclusion drawing while data validity was verified through triangulation of sources, techniques, and time. The results indicate that program planning is conducted through annual work meetings to establish objectives, programs, schedules, and success indicators. Organizing is carried out by assigning tasks based on competence through coordination among principals, vice principals, teachers, and program supervisors. Program implementation is realized through various religious habituation activities, such as congregational prayers, Tahsin and Tahfiz (Quranic recitation and memorization), Bina Pribadi Islam (Islamic Personal Development/BPI), the practice of Islamic etiquette (adab), and other religious activities. Supervision is conducted continuously through observation, monitoring, periodic evaluation, and follow-up actions based on evaluation results. Management implemented systematically through the POAC (Planning, Organizing, Implementing, Controlling) functions has proven capable of optimally supporting the formation of students' religious character in both schools.

این پژوهش با انگیزه اهمیت توسعه شخصیت دینی دانش‌آموزان به عنوان بخشی از تلاش برای پرورش فراگیرانی با شخصیت والا در مواجهه با چالش‌های اخلاقی عصر مدرن انجام شده است. موفقیت در توسعه شخصیت دینی جدایی‌ناپذیر از مدیریتی است که مدرسه از طریق کارکردهای برنامه‌ریزی، سازماندهی، اجرا و نظارت اعمال می‌کند. هدف این مطالعه توصیف مدیریت توسعه شخصیت دینی دانش‌آموزان در دبیرستان‌های فنی‌وحرفه‌ای اسلامی Khoiru Ummah و Rabbi Radhiyya در شهرستان رجانگ لبونگ است که جنبه‌های برنامه‌ریزی، سازماندهی، اجرا و نظارت را در بر می‌گیرد. این پژوهش با رویکرد کیفی و با طرح مطالعه موردی انجام شده است. داده‌ها از طریق مصاحبه، مشاهده و اسناد با مشارکت مدیران مدارس، معاونان، معلمان ناظر، معلمان راهنما و دانش‌آموزان گردآوری شده‌اند. تحلیل داده‌ها با استفاده از مدل تعاملی Miles، Huberman و Saldana شامل تقطیر داده‌ها، نمایش داده‌ها و نتیجه‌گیری انجام شده و روایی داده‌ها از طریق مثلث‌سازی منابع، فنون و زمان بررسی شده است. نتایج نشان می‌دهد که برنامه‌ریزی از طریق جلسات سالانه کاری برای تعیین اهداف، برنامه‌ها، زمان‌بندی و شاخص‌های موفقیت انجام می‌شود. سازماندهی با واگذاری وظایف بر اساس شایستگی و هماهنگی میان مدیران، معاونان، معلمان و ناظران برنامه صورت می‌گیرد. اجرای برنامه از طریق فعالیت‌های مختلف عادت‌سازی دینی مانند اقامه نماز جماعت، تحسین و حفظ (تلاوت و حفظ قرآن)، بنای شخصیت اسلامی (Bina Pribadi Islam/BPI)، تمرین آداب اسلامی و سایر فعالیت‌های دینی تحقق می‌یابد. نظارت به صورت مستمر از طریق مشاهده، پایش، ارزیابی دوره‌ای و اقدامات پیگیری بر اساس نتایج ارزیابی انجام می‌شود. مدیریت اجراشده به صورت نظام‌مند از طریق کارکردهای POAC (برنامه‌ریزی، سازماندهی، اجرا، کنترل) توانسته است به طور بهینه از شکل‌گیری شخصیت دینی دانش‌آموزان در هر دو مدرسه حمایت کند.