TEORI KEPIMPINAN TRANSFORMASI MENURUT PERSPEKTIF ISLAM: SATU ANALISIS

Abstract

The transformational leadership theories of Burn 1978, Bass 1985, Leithwood 1994 and Slocum and Hellriegel 2007 are often used as indicators for a leader especially in the organizational leadership landscape. Transformational leadership is seen as ideal for replacing transactional leadership practices as it can transform their organizational structure from centralized control systems, absolute hierarchy power practices, significant status differences between the levels of authority as well as decision-making processes that are top-down ' where the leader has the absolute power to make decisions without subordinate involvement. The frequency of its implementation in the leadership of the organization attracts researchers to see if the theory of transformational leadership is in line with the demands of syarak? Hence, this study is carried out to look at the theory of transformational leadership according to the Islamic perspective whether it coincides with the requirements of syarak or otherwise. This study uses a document analysis method where the researcher refers to the study of literature related to transformational leadership as well as looking at it according to the Islamic perspective by focusing on the main source of reference in Islam which is the Quran and al-Sunnah. The findings showed that the theory of transformational leadership such as individual consideration, charismatic leadership, inspirational motivation, and intellectual stimulation are in line with the will of Islam. However, the understanding and emphasis of this leadership theory is not fully linked to religious values but is based on the experience and thoughts of the original creator of the theory of leadership. This study hopes that the application of the theory of transformational leadership should be embroidered with the requirements of syarak so that the administrative pattern of a leader will receive blessings and blessings in this world and the hereafter.