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Pseudo-Resolution and Structural Conflict in Schools Undergoing Policy-Driven Transformation: A Work Conflict Management Model for Sekolah Penggerak

Educational Leadership and Management Journal · Vol. 4 No. 2 (2026) · hlm. 109–129

DOI
10.22437/element.v4i2.60087
ISSN
3031-4712
Terbit
2026-09-27
Penerbit
FKIP Universitas Jambi
Bahasa
en

Abstrak

This study develops a contextually grounded work conflict management model for Sekolah Penggerak, Indonesia's national educational transformation program (Ministerial Decree No. 371/M/2021). Using a qualitative comparative two-site case study design, the study collected data from two Sekolah Penggerak Cohort I senior secondary schools in Kota Ambon, Maluku, through ten semi-structured in-depth interviews, 22 structured participatory field notes, and document analysis. Findings reveal that work conflict is predominantly structural-systemic, driven by task ambiguity, disproportionate workloads, ineffective policy communication, resource constraints, generational gaps, and unclear administrative rules. The most critical original finding is pseudo-resolution: conflict appears administratively settled through formal institutional pressure, yet structural tensions remain unaddressed, perpetuating recurring conflict cycles. Conflict management is informal and person-dependent, relying entirely on principals' individual leadership capacity without standardized institutional procedures. Based on a systematic synthesis of empirical findings and theoretical frameworks, this study proposes the Reflective-Collaborative Work Conflict Management Model comprising seven cyclical stages: early detection, root-cause analysis, open dialogue, neutral leadership mediation, multi-stakeholder collaboration, formal agreement documentation, and continuous reflective evaluation. Practical implications are advanced for school principals, district education offices, and Kemendikbudristek, with particular significance given the program's national target of reaching all Indonesian schools by 2027.

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38 penulis · 124 tautan kepenulisan bersama · 8 lintas organisasi

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  • Indonesia University of Education
  • Universitas Negeri Padang
  • Sunan Gunung Djati State Islamic University Bandung
  • Afiliasi tidak diketahui
  • Organisasi berbeda
  • Organisasi sama
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Tampilkan sebagai tabel
Rekan penulisOrganisasiArtikel bersama
Aan KomariahAfiliasi tidak diketahui5
Aan KomariahIndonesia University of Education4
Johar PermanaAfiliasi tidak diketahui2
Iwan AriesIndonesia University of Education2
Firyal Fatin OktavianiIndonesia University of Education2
Eka PrihatinIndonesia University of Education2
Asep DikdikIndonesia University of Education2
Abu BakarIndonesia University of Education2
Capri Arista Dewi Anjaya AnjayaAfiliasi tidak diketahui2
Novebri NovebriIndonesia University of Education1
Deden Deni KoswaraIndonesia University of Education1
Asep SuryanaIndonesia University of Education1
HADIYANTO HADIYANTOUniversitas Negeri Padang1
Endang HerawanAfiliasi tidak diketahui1
AlfianAfiliasi tidak diketahui1
Mochammad Devi Cahya RuhimatAfiliasi tidak diketahui1
Johar PermanaAfiliasi tidak diketahui1
Rifan ShodikinAfiliasi tidak diketahui1
Rahadyan Surya PradanaAfiliasi tidak diketahui1
Muthahharah ThahirAfiliasi tidak diketahui1
Cucun SunaengsihAfiliasi tidak diketahui1
Nugraha SuhartoAfiliasi tidak diketahui1
Dadan DjuandaAfiliasi tidak diketahui1
Aah Ahmad SyahidAfiliasi tidak diketahui1
Siti NurlatifahAfiliasi tidak diketahui1
Yayah RahyasihAfiliasi tidak diketahui1
Yudi KusumahAfiliasi tidak diketahui1
Taufani C. KurniatunAfiliasi tidak diketahui1
Elin RosalinAfiliasi tidak diketahui1
Zaini HafidhIndonesia University of Education1
Liris RaspatiningrumAfiliasi tidak diketahui1
- Rida Dewi LestariAfiliasi tidak diketahui1
Badrudin BadrudinSunan Gunung Djati State Islamic University Bandung1
Djam’an SatoriIndonesia University of Education1

Afiliasi berasal dari OpenAlex; metadata OAI-PMH jurnal tidak memuatnya. Penulis tanpa ID OpenAlex dicocokkan berdasarkan nama, sehingga dua orang bisa tergabung atau satu orang bisa terpisah.

Sumber metadata: OAI-PMH (metadata jurnal) https://online-journal.unja.ac.id/index.php/element/oai, pertama di-harvest 6 Nov 2026, terakhir terlihat 8 Nov 2026.
Metadata asli (oai_dc) 
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	<dc:title xml:lang="en">Pseudo-Resolution and Structural Conflict in Schools Undergoing Policy-Driven Transformation: A Work Conflict Management Model for Sekolah Penggerak</dc:title>
	<dc:creator xml:lang="en">Ayhuan, Welhelmina Febriana</dc:creator>
	<dc:creator xml:lang="en">Kurniady, Dedy Achmad</dc:creator>
	<dc:creator xml:lang="en">Sururi, Sururi</dc:creator>
	<dc:creator xml:lang="en">Kurniatun, Taufani Chusnul</dc:creator>
	<dc:subject xml:lang="en">conflict management</dc:subject>
	<dc:subject xml:lang="en">educational transformation</dc:subject>
	<dc:subject xml:lang="en">pseudo-resolution</dc:subject>
	<dc:subject xml:lang="en">Sekolah Penggerak</dc:subject>
	<dc:subject xml:lang="en">work conflict</dc:subject>
	<dc:description xml:lang="en">This study develops a contextually grounded work conflict management model for Sekolah Penggerak, Indonesia's national educational transformation program (Ministerial Decree No. 371/M/2021). Using a qualitative comparative two-site case study design, the study collected data from two Sekolah Penggerak Cohort I senior secondary schools in Kota Ambon, Maluku, through ten semi-structured in-depth interviews, 22 structured participatory field notes, and document analysis. Findings reveal that work conflict is predominantly structural-systemic, driven by task ambiguity, disproportionate workloads, ineffective policy communication, resource constraints, generational gaps, and unclear administrative rules. The most critical original finding is pseudo-resolution: conflict appears administratively settled through formal institutional pressure, yet structural tensions remain unaddressed, perpetuating recurring conflict cycles. Conflict management is informal and person-dependent, relying entirely on principals' individual leadership capacity without standardized institutional procedures. Based on a systematic synthesis of empirical findings and theoretical frameworks, this study proposes the Reflective-Collaborative Work Conflict Management Model comprising seven cyclical stages: early detection, root-cause analysis, open dialogue, neutral leadership mediation, multi-stakeholder collaboration, formal agreement documentation, and continuous reflective evaluation. Practical implications are advanced for school principals, district education offices, and Kemendikbudristek, with particular significance given the program's national target of reaching all Indonesian schools by 2027.</dc:description>
	<dc:publisher xml:lang="en">FKIP Universitas Jambi</dc:publisher>
	<dc:date>2026-09-27</dc:date>
	<dc:type>info:eu-repo/semantics/article</dc:type>
	<dc:type>info:eu-repo/semantics/publishedVersion</dc:type>
	<dc:type xml:lang="en">Peer-reviewed Article</dc:type>
	<dc:format>application/pdf</dc:format>
	<dc:identifier>https://online-journal.unja.ac.id/element/article/view/60087</dc:identifier>
	<dc:identifier>10.22437/element.v4i2.60087</dc:identifier>
	<dc:source xml:lang="en">Educational Leadership and Management Journal; Vol. 4 No. 2 (2026): July - December 2026 (In Progress); 109-129</dc:source>
	<dc:source>3031-4712</dc:source>
	<dc:language>en</dc:language>
	<dc:relation>https://online-journal.unja.ac.id/element/article/view/60087/25734</dc:relation>
	<dc:rights xml:lang="en">Copyright (c) 2026 Educational Leadership and Management Journal</dc:rights>
</oai_dc:dc>