TRANSFORMATIONAL LEADERSHIP STRATEGY AND REWARDS TOWARDS ORGANIZATIONAL COMMITMENT OF PRIVATE KINDERGARTEN (TK) TEACHERS IN EAST JAKARTA

Abstract

Increasing teacher organizational commitment is a reward or appreciation for teacher contributions to the organization. Marjuni (2020), said that giving awards to teachers is very appropriate and beneficial. Because, when teachers are recognized, the results of their hard work will be appreciated and can increase their productivity. This study aims to describe the relevance of giving teacher rewards in relation to the transformational leadership they have. The research method used is qualitative with a case study type in East Jakarta. The data collection techniques used were participant observation, interviews and documentation studies with Myles and Huberman data analysis techniques (data reduction, data verification, data display and conclusion drawing). The results of this study indicate that rewards as remuneration for efforts and work results include various elements. The term 'reward' first reminds us of financial matters, namely 'salary'. However, it should be emphasized that salary is not the only form of reward. In fact, it is sometimes argued that financial payments are not the most effective form of reward. The principal's transformational leadership provides motivation as a form of appreciation for teachers which ultimately increases teacher involvement in the educational process. Rewards offer real recognition to people for their achievements and contributions. Financial rewards consist of job-based pay, which provides a base salary according to the value of the work, and individual-based pay, which provides recognition for a person's contribution, competence, or skills. Awards can also be non-financial, such as recognition. If the award is valuable and achievable, and people know how to achieve it, this award can be a trigger for motivation. A PAUD teacher who has a high commitment will have positive thoughts and behavior, prioritize the interests of the organization, and try as hard as possible so that the organization's goals are achieved and develop for the better. In addition, the characteristics of transformational leadership are very high according to teachers. The level of commitment of teacher organizations is also high. The relationship between transformational leadership and organizational commitment is at a medium and positive level. The results of this study indicate that the principal's transformational leadership and organizational communication have a joint influence on the variable of teacher organizational commitment by 92.2 % which means very strong. The better the principal's transformational leadership and organizational communication, the better the teacher's organizational commitment.