PERAN INKRIMENTAL KEPALA SEKOLAH DALAM PENGAMBILAN KEPUTUSAN EFEKTIF DI SMK NEGERI 1 PARIAMAN
DOI:
https://doi.org/10.34125/jkps.v10i4.1258Keywords:
Peran Inkrimental, Kepala sekolah, Pengambilan Keputusan efektifAbstract
This study explores the principal's incremental contribution to effective decision-making at SMK Negeri 1 Pariaman. Principal leadership in vocational education institutions faces complex challenges: how to meet educational demands while addressing the ever-changing needs of business and industry. The incremental strategy introduced by Lindblom emphasizes a decision-making process that takes place through small, gradual steps, which differs from the rational-comprehensive approach that requires in-depth analysis. This study adopted a qualitative method through content analysis of various school policy documents such as the RKS (Regional Work Plan), RKAS (Regional Work Plan), meeting minutes, and official decisions from the principal. The research findings indicate that the implementation of the incremental approach by the principal has proven effective in minimizing the risk of uncertainty, increasing the school's flexibility and adaptability, facilitating organizational learning, and strengthening accountability and leadership legitimacy. This approach provides schools with the opportunity to quickly adapt policies without the need for significant and high-risk changes, creating a strong and innovative school climate in the face of both internal and external change.
References
Ali, M. (2020). Pengaruh Supervisi Kepala Sekolah dan Pengawas Terhadap Kreativitas Guru serta Dampaknya Terhadap Prestasi Sekolah. Jurnal DIALOGIKA: Manajemen Dan Administrasi, 1(2), 62–75.
BUSH, T., & SARGSYAN, G. (2020). Educational Leadership and Management: Theory, Policy, and Practice. Main Issues Of Pedagogy And Psychology, 3(3), 31–43. https://doi.org/10.24234/miopap.v3i3.255
Cairney, P. (2025). Why perfect policy coherence is unattainable (and may be ill-advised). Policy Sciences, 1–24.
Cohen, D. K., & Lindblom, C. E. (1979). Solving problems of bureaucracy: limits on social science. American Behavioral Scientist, 22(5), 547–560.
Dahl, R. A., & Lindblom, C. E. (1953). Politics, Economics, and Welfare: Planning and Politico-economic Systems Resolved Into Basic Social Processes (Issue v. 1). Harper. https://books.google.co.id/books?id=pHmaAAAAIAAJ
Hallinger, P. (2018). Bringing context out of the shadows of leadership. Educational Management Administration & Leadership, 46(1), 5–24.
Hallinger, P., & Heck, R. H. (2010). Collaborative leadership and school improvement: Understanding the impact on school capacity and student learning. School Leadership and Management, 30(2), 95–110. https://doi.org/10.1080/13632431003663214
Hayat. (2019). Isi Kebijakan Pbulik. September.
Heifetz, R. A., Grashow, A., & Linsky, M. (2009). The practice of adaptive leadership: Tools and tactics for changing your organization and the world. Harvard business press.
Leithwood, K., Sun, J., & Schumacker, R. (2020). How school leadership influences student learning: A test of “The four paths model.” Educational Administration Quarterly, 56(4), 570–599.
Lindblom, C. E. (1959). The Science of “Muddling Through.” Public Administration Review, 19(2), 79–88. https://doi.org/10.2307/973677
Lindblom, C. E. (1979). Still Muddling, Not Yet Through. Public Administration Review, 39(6), 517–526. https://doi.org/10.2307/976178
Maulana, H. F., Mayunita, S., Hastuti, H., & Wijaya, A. A. M. (2018). Diskurusus Kebijakan Publik Model Incremental. Kybernan: Jurnal Studi Kepemerintahan, 3(1), 1–13. https://doi.org/10.35326/kybernan.v3i1.330
Mintrom, M. (2019). Public Policy: Investing for a Better World. Oxford University Press. https://books.google.co.id/books?id=NwrDswEACAAJ
Pleguezuelos-Manzano, C., Puschhof, J., Rosendahl Huber, A., van Hoeck, A., Wood, H. M., Nomburg, J., Gurjao, C., Manders, F., Dalmasso, G., & Stege, P. B. (2020). Mutational signature in colorectal cancer caused by genotoxic pks+ E. coli. Nature, 580(7802), 269–273.
Senge, P. (2006). Systems citizenship. The Leader of the Future 2: Visions, Strategies, and Practices for the New Era, 31–46.
Tajeddini, K. (n.d.). Article) Effects of resource orchestration, strategic information. S International Journal of Hospitality Management.
