Madrasah Transformation Based on Leadership, Quality Culture, and Local Potential
Keywords:
madrasah transformation, educational leadership, quality culture, local potential, Islamic education managementAbstract
Madrasah in Indonesia must sustain their Islamic identity while responding to demands for quality, relevance, and sustainability. This article aims to formulate a conceptual model of madrasah transformation that integrates leadership, quality culture, and local potential. It employs a qualitative-descriptive library research design with conceptual analysis of national and international journal articles, academic books, policy documents, and regulations, processed through literature identification, source selection, thematic categorization, content analysis, theoretical synthesis, and model formulation. The synthesis shows that leadership acts as a catalyst that institutionalizes quality culture; quality culture converts change initiatives into shared values and continuous improvement routines; and local potential supplies contextual meaning, social legitimacy, and resources that keep quality from becoming administrative compliance. Conversely, local potential must be curated through quality standards and mobilized by leadership to become distinctive excellence. The article proposes the Three-Axis Synergy Model of Madrasah Transformation, comprising an Islamic value foundation, six reciprocal linkages, five transformation phases, and six theoretical propositions. As a conceptual contribution, the model requires empirical testing across diverse madrasah contexts.
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