Transformational Leadership: The Role of The Public School Principal in Effective Decision Making
DOI:
https://doi.org/10.12928/ijemi.v7i1.14567Keywords:
Decision making, principals, public schools, transformational leadershipAbstract
Background . The increasingly complex and uncertain education system demands that principals make strategic decisions that not only ensure organizational effectiveness but also drive continuous quality improvement. Although transformational leadership is considered relevant because it emphasizes shared vision, participation, and empowerment, empirical evidence on how these principles are operationalized in the decision-making practices of public elementary school principals remains limited, particularly in the context of novice leadership. This study aims to analyze in depth the decision-making practices of principals with a Guru Penggerak background in two public elementary schools in Sumedang Regency, their impact on school quality improvement, and the challenges and strategies they use to overcome them.
Method. Using a qualitative case study design, data were collected through in-depth interviews with two principals and six teachers, and then analyzed thematically with systematic procedures to ensure credibility and consistency of interpretation.
Result. The findings indicate that democratic, collaborative, adaptive, reflective, and data-driven decision-making practices reflect the core dimensions of transformational leadership, namely idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration, which contribute to improving school climate, teacher performance, student learning outcomes, and strengthening professional development. Challenges such as limited resources, ethical dilemmas, and policy constraints are addressed through inclusive communication, ethical reasoning, and strategic use of data.
Conclusion. This study empirically clarifies the concrete mechanisms that link principals' decision-making practices to transformational leadership theory in a VUCA context, while also confirming its contribution as a conceptual and practical framework for strengthening school leadership capacity.
References
Aas, M., Andersen, F. C., & Vennebo, K. F. (2020). How can school leaders gain clarity on their roles and grow their leadership identity? Research in Educational Administration and Leadership, 5(2), 518–551. https://doi.org/10.30828/real/2020.2.7
Alanoglu, M., & Karabatak, S. (2025). School culture as a mediator in the link between leadership and school effectiveness. Irish Educational Studies. https://doi.org/10.1080/03323315.2025.2488805
Alkhawlani, M. A. S., Bohari, A. M., & Shamsuddin, J. (2021). The moderating effect of crisis experience on the relationship between transformational leadership, decision-making styles and crisis management in Yemen organisations. International Journal of Business Continuity and Risk Management, 11(2–3), 156–171. https://doi.org/10.1504/IJBCRM.2021.116277
Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership (Second). Psychology Press.
Campos-García, I., & Zúñiga-Vicente, J. Á. (2022). Strategic decision-making in secondary schools: the impact of a principal’s demographic profile. Leadership and Policy in Schools, 21(3), 543–564. https://doi.org/10.1080/15700763.2020.1802653
Cojorn, K., & Sonsupap, K. (2023). An Activity for Building Teaching Potential Designed on the Community of Practice Cooperated with Lesson Study. Journal of Curriculum and Teaching, 12(4), 62–70. https://doi.org/10.5430/JCT.V12N4P62
Eacott, S. (2015). Educational Leadership Relationally A Theory and Methodology for Educational Leadership, Management and Administration. Sense Publishers.
Gissing, A. (2022). Leading through crisis: the leadership experience of Major General Alan Stretton. Australian Journal of Emergency Management, 36(2), 74–80. https://doi.org/10.47389/37.2.74
Grint, K. (2020). Leadership, management, and command in the time of the Coronavirus. Leadership, 16(3), 314–319. https://doi.org/10.1177/1742715020922445
Hanhimäki, E. (2024). Moral Professionalism in the Context of Educational Leadership. In Educational Governance Research (Vol. 23, pp. 201–216). Springer Science and Business Media B.V. https://doi.org/10.1007/978-3-031-37604-7_10
Hepworth, A. (2022). Problem-Solving: Practice and Theory in the Project Management Office–A Cognitive Approach. In Problem-Solving: Insights, Challenges, and Approaches.
Hsu, Y.-T., & Chang, K.-C. (2021). A study on top managers from a resource-based perspective. Measuring Business Excellence, 25(1), 58–77. https://doi.org/10.1108/MBE-02-2020-0038
Husain, A. N. (2024). The Relationship between Principals and Teacher Development: Evidence from the District of Columbia Public Schools. Leadership and Policy in Schools, 23(2), 370–391. https://doi.org/10.1080/15700763.2022.2137042
Kanavas, C., & Triantari, S. (2024). Τhe rational decision-making and the social responsibility in the optimal functioning of the school. Cogent Social Sciences, 10(1). https://doi.org/10.1080/23311886.2024.2419542
Kareem, J., Patrick, H. A., Prabakaran, N., Valarmathi, B., Tantia, V., Pramod Kumar, M. P. M., & Mukherjee, U. (2023). Transformational educational leaders inspire school educators’ commitment. Frontiers in Education, 8. https://doi.org/10.3389/feduc.2023.1171513
Khasawneh, Y. J. A., Alwaely, S. A., Khasawneh, M. A. S., Alkhasawneh, T., & Al-Barakat, G. A. M. (2024). Administrative Communications and its Impact on Increasing the Effectiveness of Managerial Decisions Among Secondary School Principals. Eurasian Journal of Educational Research, 2024(111), 108–121. https://doi.org/10.14689/ejer.2024.111.07
Kinchington, F. (2023). Empowering the school leaders of tomorrow: what lessons can we learn from the decision-making of today’s school leaders? International Journal of Leadership in Education, 26(5), 837–853. https://doi.org/10.1080/13603124.2020.1829713
Krasniqi, I., & Hajdari, R. (2024). Leadership Styles and Their Impact on Decision-Making Effectiveness in Organizations. Quality - Access to Success, 25(201), 225–235. https://doi.org/10.47750/QAS/25.201.24
Krieger, F., & Greiff, S. (2023). Intelligence, Creativity, and Wisdom: A Case for Complex Problem Solving? In Intelligence, Creativity, and Wisdom: Exploring their Connections and Distinctions (pp. 225–250). Springer International Publishing. https://doi.org/10.1007/978-3-031-26772-7_10
Kulikov, V. (2020). Algorithmization of Decision-Making in the Construction of Logical Structures of Databases of Functional Information Systems. In P. Z., M. A., & B. V. (Eds.), Advances in Intelligent Systems and Computing: Vol. 1116 AISC (pp. 791–798). Springer. https://doi.org/10.1007/978-3-030-37919-3_78
Lowy, A., & Hood, P. (2004). Leaders manage dilemmas. Strategy & Leadership, 32(3), 21–26. https://doi.org/10.1108/10878570410535736
McLaughlin, A., Walls, J. H., & Kruse, S. (2025). Principal discipline decision-making: Choices and challenges. Educational Management, Administration, and Leadership. https://doi.org/10.1177/17411432251330958
Mitchell, D. L. (2025). AI for Data-Driven Decision Making in Education. In Emerging Trends, Global Perspectives, and Systemic Transformation in AI (pp. 241–268). IGI Global. https://doi.org/10.4018/979-8-3373-5102-5.ch009
Mulford, B., & Silins, H. (2021). Leadership and organizational learning in schools. In Public Leadership (pp. 153–176). Nova Science Publishers, Inc. https://www.scopus.com/inward/record.uri?eid=2-s2.0-85162753313&partnerID=40&md5=1652e1a8adc860500ca3043360606c16
Nurcahyani, A., & Rajasa, D. S. (2022). Program Pendidikan Guru Penggerak. Modul 3.1 Pengambilan Keputusan Berbasis Nilai-Nilai Kebajikan sebagai Pemimpin. Kementerian Pendidikan, Kebudayaan, Riset dan Teknologi Direktorat Jenderal Guru dan Tenaga Kependidikan, Direktorat Kepala Sekolah, Pengawas Sekolah dan Tenaga Kependidikan.
Ofem, O. E., & Wang, Y. (2023). Decision making. In Organizational Behavior: An evidence-based guide for MBA students. https://doi.org/10.1007/9783031313561_5
Pérez-Torralba, A., González-García, H., Guijarro, E., & Rocamora, I. (2022). Transformational leadership of the physical education teacher in Early Childhood Education: A didactic proposal. Retos, 45, 864–875. https://doi.org/10.47197/retos.v44i0.90889
Pitichat, T., & Riggio, R. E. (2025). TRANSFORMATIONAL LEADERSHIP THEORY. In Leadership Theories, Frameworks, and Approaches in Practice (pp. 133–144). Emerald Publishing. https://doi.org/10.1108/978-1-83708-948-220251020
Ramjit, D.-M. (2023). Diversity, transformational leadership, and public governance. In Applied Research Approaches to Technology, Healthcare, and Business (pp. 222–237). IGI Global. https://doi.org/10.4018/979-8-3693-1630-6.ch015
Roesminingsih, E., Setiawan, A. C., Dzulquarnain, A. H., & Phan, H. P. (2025). Transformational leadership in education: How PLCs, self-efficacy, and motivation drive innovative teaching. Multidisciplinary Reviews, 8(7). https://doi.org/10.31893/multirev.2025205
Rohilla, A., & Jindal, P. (2024). Navigating the vuca: Decoding dynamic leadership for unleashing corporate success. In VUCA and Other Analytics in Business Resilience, Part B (pp. 221–238). Emerald Group Publishing Ltd. https://doi.org/10.1108/978-1-83753-198-120241013
Rosita, S., Tialonawarmi, F., & Yacob, S. (2023). The Impact of Leader Power on Organizational Development: A Strategic Approach to Decision-Making. Business: Theory and Practice, 24(2), 557–570. https://doi.org/10.3846/btp.2023.19324
Sandoval-Estupiñán, L. Y., Pineda-Baéz, C., Bernal-Luque, R., & Quiroga, C. (2020). Challenges of novice school principals: Initial professional development and leadership. Revista Complutense de Educacion, 31(1), 117–126. https://doi.org/10.5209/rced.61919
Satori, D., Aan, K. (2014). Metode Penelitian Kualitatif. Alfabeta.
Service, B., & Thornton, K. (2020). Beginning as a principal in New Zealand: learning from the sector. School Leadership and Management, 40(4), 303–320. https://doi.org/10.1080/13632434.2019.1666264
Stansberry Beard, K. (2025). Sensemaking and engagement in ethical decision-making (SEED): A United States decision-making framework for educational administration and school leadership *. Educational Management, Administration, and Leadership. https://doi.org/10.1177/17411432241309749
Tahir, L. M., Samah, N. A., Hamzah, M. H., Abdullah, A. H., Ali, M. F., & Mohd Yusof, S. (2021). Initial Challenges and Possible Useful Countering Strategies: Perspectives From Malaysian Novice Principals. SAGE Open, 11(1). https://doi.org/10.1177/21582440211000052
Tamadoni, A., Hosseingholizadeh, R., & Bellibaş, M. Ş. (2024). A systematic review of key contextual challenges facing school principals: Research-informed coping solutions. Educational Management Administration and Leadership, 52(1), 116–150. https://doi.org/10.1177/17411432211061439
Thakkar, J. J. (2021). Introduction. In Studies in Systems, Decision and Control (Vol. 336). https://doi.org/10.1007/978-981-33-4745-8_1
Valero-Pastor, J. M., García-Avilés, J. A., & Carvajal, M. (2021). Transformational Leadership and Innovation in Digital-Only News Outlets. Analysis of Quartz and El Confidencial. Journalism Studies, 22(11), 1450–1468. https://doi.org/10.1080/1461670X.2021.1927153
von Ameln, F. (2021). Leadership and decision-making under uncertainty | Führen und Entscheiden unter Unsicherheit. Gruppe. Interaktion. Organisation. Zeitschrift Für Angewandte Organisationspsychologie, 52(4), 567–577. https://doi.org/10.1007/s11612-021-00607-4
Wallenius, C., Alvinius, A., & Larsson, G. (2020). Decision-making in a military staff context: A qualitative study on norms, challenges, and difficulties. Res Militaris, 10(1), 1–17.
Wilson Heenan, I., De Paor, D., Lafferty, N., & Mannix McNamara, P. (2023). The Impact of Transformational School Leadership on School Staff and School Culture in Primary Schools—A Systematic Review of International Literature. Societies, 13(6). https://doi.org/10.3390/soc13060133
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2025 Nia Kurnia, Diding Nurdin, Cepi Triatna; Dedeh Juliah
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
The copyright to this article is transferred to Universitas Ahmad Dahlan (UAD) if and when the article is accepted for publication. The undersigned hereby transfers any rights in and to the paper including without limitation all copyrights to UAD. The undersigned hereby represents and warrants that the paper is original and that he/she is the author of the paper, except for material that is identified as to its source, with permission notices from the copyright owners where required. The undersigned represents that he/she has the power and authority to make and execute this assignment.
We declare that:
This paper has not been published in the same form elsewhere.
It will not be submitted anywhere else for publication before acceptance/rejection by this Journal.
Copyright permission is obtained for materials published elsewhere and which require this permission for reproduction.
Furthermore, I/We hereby transfer the unlimited rights of publication of the above-mentioned paper in whole to UAD. The copyright transfer covers the exclusive right to reproduce and distribute the article, including reprints, translations, photographic reproductions, microform, electronic form (offline, online), or any other reproductions of similar nature.
The corresponding author signs for and accepts responsibility for releasing this material on behalf of any and all co-authors. This agreement is to be signed by at least one of the authors who have obtained the assent of the co-author(s) where applicable. After submission of this agreement signed by the corresponding author, changes of authorship or in the order of the authors listed will not be accepted.
Retained Rights/Terms and Conditions
Authors retain all proprietary rights in any process, procedure, or article of manufacture described in the Work.
Authors may reproduce or authorize others to reproduce the Work or derivative works for the authors' personal use or for company use, provided that the source and the UAD copyright notice are indicated, the copies are not used in any way that implies UAD endorsement of a product or service of any employer, and the copies themselves are not offered for sale.
Although authors are permitted to re-use all or portions of the Work in other works, this does not include granting third-party requests for reprinting, republishing, or other types of re-use.
