Kepimpinan Situasi Dalam Kalangan Guru Besar Daerah Johor Bahru

Abstract

Kajian ini bertujuan memperlihatkan kepemimpinan situasi guru besar daerah Johor Bahru dalam mempelbagaikan stail kepemimpinan mereka. Kajian ini berasaskan Model Kepemimpinan Situasi Blanchard (2001) yang mengemukakan empat stail kepemimpinan iaitu mengarah, membimbing, menyokong dan mendelegasi. Data-data diperoleh melalui dua kaedah iaitu kaedah kuantitatif dan kualitatif. Data kualitatif diperoleh daripada temu bual yang dijalankan ke atas dua belas orang guru. Data kuantitatif diperolehi melalui satu set instrumen kepemimpinan situasi iaitu instrumen Leadership Behaviour Analysis II(LBA II) yang telah dijawab oleh 93 orang responden kajian yang terdiri daripada guru besar sekolah rendah Daerah Johor Bahru (termasuk zon Pasir Gudang dan Johor Bahru ). Data kuantitatif yang diperoleh daripada soal selidik telah dianalisis dengan menggunakan statistik deskriptif dan analisis inferensi seperti ujian-T dan ANOVA. Dapatan kajian menunjukkan bahawa guru besar daerah Johor Bahru telah mengamalkan kepemimpinan stuasi iaitu mengarah, membimbing, menyokong dan mendelegasi. Stail kepemimpinan guru besar didapati dipengaruhi oleh pengalaman dan kursus yang disertai oleh guru besar. Setiap pemimpin perlu memiliki kemahiran bagi menggunakan pelbagai stail kepemimpinan mengikut keperluan situasi. Guru pula merupakan indikator terhadap kejayaan atau kegagalan guru besar sebagai pemimpin sekolah, oleh sebab itu menjadi tanggung jawab guru besar untuk mewujudkan budaya kerja yang positif, dan komitmen guru yang dapat digarap melalui stail kepemimpinan yang diamalkan.. Katakunci: kepemimpinan situasi, guru besar, mengarah, membimbing, menyokong, mendelegasi Abstract: The main purpose of this research is to examine the leadership style implemented by the principal or headmaster in the schools around Johor Bahru and Pasir Gudang district. This research is based on the Leadership Situation Model by Blanchard (2000). According to his theory, there are four different leadership styles which are directing, guiding, supporting and delegating. The data collected are based on qualitative and quantitative data. Qualitative data are obtained by interviewing twelve teachers. The quantitative data was obtained through a set of leadership situation instrument that is Leadership Behavior Analysis II (LBA II). Data is collected from 93 respondents (head masters). They are primary school head masters from schools of Johor Bahru and Pasir Gudang district. The quantitative data tested were using descriptive approach and inference analysis is done on the data using T-test and ANOVA. Findings showed that the head masters in Johor Bahru were adopting leadership situation such as directing, guiding, supporting and delegating. The most popular leadership style is directing followed by supporting, guiding and finally delegating. The leadership style of headmasters was found to be influenced by their experience from the courses that they attend and the training programme that they went through. Every leader should have necessary skill to vary their leadership style according to situational needs. Teacher performances are a clear indicator to the success or failure of a headmaster as a school leader, therefore it is imperative for the headmaster to create a positive working environment to enhance teachers performances. Keywords: leadership style, principal, directing, guiding, supporting, delegating