Peran serta Upaya Kepemimpinan Kepala Sekolah dalam Meningkatkan Mutu Pendidikan Siswa

Authors

  • Muhammad Daffa Universitas Maritim Raja Ali Haji
  • Natasya Deswyta Tampubolon Universitas Maritim Raja Ali Haji
  • Abdi Adriyan Universitas Maritim Raja Ali Haji
  • Yulistra Naomi Sihombing Universitas Maritim Raja Ali Haji
  • Imam Adhi Pratama Universitas Maritim Raja Ali Haji
  • Veronica Asri Damayanti Universitas Maritim Raja Ali Haji
  • Tassya Septiani Universitas Maritim Raja Ali Haji

DOI:

https://doi.org/10.47467/edu.v6i2.12748

Abstract

This article aims to examine the role of school principal leadership in improving the quality of student education. The method used is a descriptive qualitative approach through library research, by analyzing relevant books, scientific journal articles, and previous studies related to principal leadership and educational quality. The results show that the school principal has a strategic role, not only as a leader but also as a manager, motivator, and supervisor who drives teachers, education staff, and students toward better educational outcomes. Several efforts that can be undertaken by the principal include improving teacher competence and professionalism, enhancing the quality of the learning process, developing students’ academic and non-academic achievements, optimizing the management of facilities and infrastructure, managing educational financing effectively, and conducting regular monitoring and evaluation. The study concludes that effective principal leadership is a key determinant in creating a conducive learning environment and improving the overall quality of the school. Without strong leadership, efforts to improve the quality of education cannot run optimally.

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Published

2026-07-04

How to Cite

Daffa, M., Deswyta Tampubolon, N., Adriyan, A., Naomi Sihombing, Y., Adhi Pratama, I., Asri Damayanti, V., & Septiani, T. (2026). Peran serta Upaya Kepemimpinan Kepala Sekolah dalam Meningkatkan Mutu Pendidikan Siswa. EduInovasi:  Journal of Basic Educational Studies, 6(2), 431–436 . https://doi.org/10.47467/edu.v6i2.12748