Visionary Leadership Strategies of a Madrasah Principal in Sustaining Organizational Culture Amid Digital Transformation: A Case Study in a Pesantren-Based Madrasah
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Abstract
Purpose – This study explores the visionary leadership strategies of a madrasah principal in sustaining organizational culture amid digital transformation in a pesantren-based madrasah. It focuses on how institutional values are preserved while digital tools are integrated into teaching, administration, and communication.
Methods – A qualitative single-case study was conducted at MTs Pondok Pesantren Darunnajah Ulujami, South Jakarta, from April to June 2026. Data were collected through semistructured interviews with eight stakeholder groups, participant observation, and institutional documents. Data were analysed using the interactive model of Miles et al. (2020), supported by triangulation, member checking, and an audit trail.
Findings – The principal sustains organizational culture through seven interconnected strategies: reaffirming core values, reinforcing the institutional vision, modelling expected behaviour, broadening participation, institutionalizing practices, strengthening professional learning, and adopting technology selectively. The findings also show that familial relationships may weaken accountability and that evaluation remains more activity-oriented than outcome-oriented.
Research Implications – Digital transformation in pesantren-based madrasahs requires leadership strategies that integrate technological change with cultural preservation. The seven strategies provide an interpretive framework for understanding visionary leadership in culturally grounded educational settings.
Keywords
- visionary leadership organizational culture
- madrasah
- digital transformation
- islamic education
- professional learning community
- pesantren
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