Kepimpinan Transformasional

Positive finding of IV (if

Applicable)

Kepimpinan Transformasional

Negative finding of iV (if Applicable)

Kepimpinan Transformasional adalah suatu

proses, iaitu pemimpin dan pengikutnya saling

merangsang diri satu sama lain untuk

penciptaan level yang tinggi dari morality dan

motivasi yang dikaitkan dengan tugas pokok

dan fungsi mereka. Pemimpin tranformasional

harus mampu mendefinisikan,

mengkomunikasikan mereliassasikan visi

organisasi dan bawahan harus menerima dan

mengakui kredibiliti pemimpin (Tatilu et

al.2014)

Kepimpinan Transformasional iaitu pemimpin

yang mencurahkan perhatiannya kepada

persoalan-persoalan yang dihadapi oleh para

pengikutnya dan keperluan diri masing-

masing pengikutnya dengan cara memberikan

semangat dan dorongan untuk mencapai

Kebanyakkan masalah sekolah akan timbul

apabila pihak pentadbir sekolah tidak

memberikan peluang kepada guru untuk

bersama-sama membuat keputusan tetapi

hanya mengarahkan guru melaksanakan

rancangan atau keputusan yang mereka

tidak terlibat bersama. (Zaidatol et al.

(2007)).

Nevertheless, there is limited

understanding of the numerous factors that

associated with people’s motivation to

support organizational change.

(Lamm&Gordon,2010)

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tujuannya.(Robbin,2007).

Kepimpinan Transformasional dapat

merangsangkan orang lain supaya yakin

kepada kebolehan dan potensi yang ada pada

dirinya. Pengetua yang mengamalkan

kepimpinan transformasional dapat

meningkatkan efikasi-kendiri guru.

Penggunaan kebolehan tersebut secara tidak

langsung dapat membawa sekolah kea rah

yang lebih cemerlang(Zaidatol,2007).

Kepimpinan Transformasional memiliki

pengaruh terhadap kinerja karyawan, model

kepimpinan ini cukup efektif diterapkan

dalam perusahaan yang ingin berkembang.

Perusahaan yang menerapkan Kepimpinan

Transformasional adalah perusahaan yang

mempunyai motivasi serta visi dan misi yang

jelas sehingga peningkatan kinerja.(Tatilu et

al.(2014))

Komitmen Kerja Komitmen Kerja

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Positive finding of DV (if

Applicable)

Previous studies found that commitment has

some close ties with organization’s culture.

Commitment is shaped by the norms and

symbols, value and beliefs and basic

assumptions about the culture of the

organization.(Zulfikri et al.(2015))

Result confirmed the relationship between

principals leaderships style and teacher

commitment, and a statistically significant

difference in the level of commitment

reported by teachers at newer secondary

schools. Results also indicated that

biographical variables moderated the

relationships between principal leadership

style and teacher commitment. Additionally

the regression model indicated that principal

leadership style sub variables, in combination,

accounted for some variance in the

commitment demonstrated by teachers.

Negative finding of DV (if Applicable)

The high and low about the teachers

organizational commitment is closely

related to the teacher job attitude, work

performance and burnout, turnover, and

influence the performance level of whole

school (Yu Bo,2013).

The high and low about teachers

organizational commitment is closely

related to teacher job attitude, work

performance and burnout, turnover, and

influence the performance level of whole

school. It will be important task for a

leaders at all levels that how to strengthen

the level of teachers organizational

commitment.(Yu Bo,2013)

The past research showed that leadership

was closely related to employee

organizational commitment. In any

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(Marshall,2015)

organizational, the leader is always at the

core position and plays an important role

for the entire organization success and

failure. (Yu Bo,2013)

Therefore we have to depend upon most of

the western resources; there is only little

number of local resources that are

undertaken. The researches found a

complex relation between reward practice

and employee’s job but performance i.e.

not only the monetary rewards but

employer’s appraisal rewards are also

needed for better employee job

performances. (Hafiz Imran et al.(2014))

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