• Aug 06, 2018 News! IJIET Vol. 7, No. 1-No. 8 have been indexed by EI (Inspec).   [Click]
  • Oct 10, 2018 News!Vol. 8, No. 12 issue has been published online!   [Click]
  • Sep 11, 2018 News!Vol. 8, No. 11 has been indexed by Crossref.
General Information
    • ISSN: 2010-3689
    • Frequency: Bimonthly (2011-2014); Monthly (Since 2015)
    • DOI: 10.18178/IJIET
    • Editor-in-Chief: Prof. Dr. Steve Thatcher
    • Executive Editor: Ms. Nancy Y. Liu
    • Abstracting/ Indexing: EI (INSPEC, IET), Electronic Journals Library, Google Scholar, Crossref and ProQuest
    • E-mail: ijiet@ejournal.net
Prof. Dr. Steve Thatcher
QUniversity, Australia
It is my honor to be the editor-in-chief of IJIET. The journal publishes good-quality papers which focous on the advanced researches in the field of information and education technology. Hopefully, IJIET will become a recognized journal among the scholars in the related fields.

IJIET 2017 Vol.7(3): 184-189 ISSN: 2010-3689
doi: 10.18178/ijiet.2017.7.3.863

Leadership Succession Impact on School Culture: A Case Study at a Faith Based Secondary School in Indonesia

Ignatius Darma Juwono and Tessar Harfin Harly
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.

Copyright © 2008-2018. International Journal of Information and Education Technology. All rights reserved.
E-mail: ijiet@ejournal.net