Abstract—School principals hold responsibilities which
affected how the school functions. Values and beliefs held by a
principal will influence how he/she articulate school’s mission
and vision. In the context of Indonesian education system, there
can be change in leadership position at a school (either by
promotion, rotation, or retirement), causing succession to occur
and changes in the practice of a school. The changes in practice
in school can lead to changes of the school culture. This research
aims to seek how a leadership succession in a school organization
affect the school culture in a faith-based private school in
Jakarta. This is a qualitative research conducted by
interviewing two principal (one former principal and currently
employed as principal) within a school regarding how these
individuals lead the organization at the time they are employed
as school principal. Four teachers were also participate in the
research to provide description of differences in the way the
principals lead the school. Finding of the research suggests that
there are changes in aspects of the school culture especially in
the meaning of traditional activities and rites, as well as the
nature of relationship among teachers in the organization. These
changes were related to what values and belief the principals
hold firm and some context of the school organization. The
implication of the finding suggest that for every leadership
succession, one organization should expect changes to happen.
Preparing and orienting new leader to the values of the school
should precede the succession process in order to maintain the
school culture.
Index Terms—Leadership succession, school culture, school
leadership.
Ignatius Darma Juwono and Tessar Harfin Harly are with Atma Jaya
Catholic University of Indonesia, School of Pscyhology, Indonesia (e-mail:
darma.juwono@atmajaya.ac.id).
Cite: Ignatius Darma Juwono and Tessar Harfin Harly, "Leadership Succession Impact on School Culture: A Case Study at a Faith Based Secondary School in Indonesia," International Journal of Information and Education Technology vol. 7, no. 3, pp. 184-189, 2017.