Kepemimpinan Sekolah Berbasis Nilai dan Sistem dalam Manajemen Konflik sebagai Strategi Transformasi

Abstract

The Society 5.0 era presents significant challenges for educational institutions, requiring schools to respond effectively to complex organizational changes driven by technological and social dynamics. Schools are expected not only to improve academic outcomes but also to enhance character development, collaboration, and organizational resilience. Organizational changes often generate internal conflicts due to differences in perceptions, work styles, and interpretations of policies among educators. This study investigates the role of value- and system-based school leadership in managing organizational conflicts as a strategy for organizational transformation. A qualitative approach was employed, involving observations, in-depth interviews, and document analysis. Data were analyzed inductively to identify patterns, meanings, and interactions related to conflict management practices. Findings reveal that internal conflicts, primarily arising from differences in communication styles and professional backgrounds, were effectively managed through the principal’s active mediation and the implementation of deliberative and interpersonal approaches. Such management transformed potential threats into strategic opportunities, fostering increased collaboration, commitment, and improved interpersonal relationships among educators. The study concludes that value- and system-oriented leadership in conflict management not only mitigates risks but also strengthens organizational culture and enhances adaptability in dynamic educational environments