AUTHENTIC LEADERSHIP STYLE IN OPTIMIZING FINANCING MANAGEMENT AT THE INTERPRENEUR ISLAMIC BOARDING SCHOOL IN WEST SUMATRA AND THE IBADURRAHMAN ISLAMIC BOARDING SCHOOL IN BELADING RIAU PROVINCE

Yuni Fitri; Su'aidi; Iskandar

doi:10.61796/jlhss.v3i1.1637

Authors

Yuni Fitri
yunifr6@gmail.com
Sultan Thaha Saifuddin State Islamic University of Jambi, Indonesia
Su'aidi Sultan Thaha Saifuddin State Islamic University of Jambi, Indonesia
Iskandar Sultan Thaha Saifuddin State Islamic University of Jambi, Indonesia

Vol. 3 No. 1 (2026): Journal of Learning on History and Social Sciences

Articles

January 15, 2026

Downloads

VIEW ARTICLE

Abstract
How to Cite
Metrics
References
License

Objective: The model of authentic leadership in optimizing educational funds at the Payakumbuh Entrepreneur Islamic Boarding School, West Sumatra, and Ibadurrahman Belading Islamic Boarding School, Riau Province. These two Islamic boarding schools are educational institutions of Islam that offer free education to orphans, the poor, and underprivileged students, most of whose funds come from zakat (obligatory giving), infaq (voluntary giving), alms, and community endowments. Method: This is a descriptive qualitative study with the type of field research. Data collection was conducted through observation, in-depth interviews, and documentation study, while the data validity was examined by using triangulation from sources and techniques. Results: Research findings show conclusively that authentic leadership practiced by the leadership of Islamic boarding schools is used as a variable that has a very large influence on the optimization of educational funding management. This can be seen from the use of four dimensions of authentic leadership, which are self-awareness, internalized moral perspective, relational transparency, and balanced information processing. The principals of Islamic boarding schools can develop a transparent, accountable, and professional financial management system so that donors will have trust, and Islamic boarding school funds become sustainable. Furthermore, authentic leadership is also known to encourage the productive use of zakat funds by establishing Islamic Boarding School business units and student entrepreneurship programs that can help strengthen the economic independence of institutions and students. Novelty: Based on the findings, this study confirms that Authentic Leadership is a critically important asset in the successful effort of optimizing the funding of education (pesantren)-based Islamic boarding schools from zakat, and it is believed to be an appropriate leadership model to sustain free education and economic empowerment for the community.

Fitri, Y., Su’aidi, & Iskandar. (2026). AUTHENTIC LEADERSHIP STYLE IN OPTIMIZING FINANCING MANAGEMENT AT THE INTERPRENEUR ISLAMIC BOARDING SCHOOL IN WEST SUMATRA AND THE IBADURRAHMAN ISLAMIC BOARDING SCHOOL IN BELADING RIAU PROVINCE. Journal of Learning on History and Social Sciences, 3(1), 9–28. https://doi.org/10.61796/jlhss.v3i1.1637

Download Citation

E. U. Nisa, “The digitalization of Islamic philanthropy during COVID-19: Indonesian mosques and public sphere,” J. Digit. Soc. Res., vol. 3, no. 3, pp. 67–89, 2021, doi: 10.33621/jdsr.v3i3.73.

W. L. Gardner, E. P. Karam, M. Alvesson, and K. Einola, “Authentic leadership theory: The case for and against,” Leadersh. Q., vol. 32, no. 6, p. 101495, 2021, doi: 10.1016/j.leaqua.2021.101495.

G. C. Banks, T. Fischer, J. Gooty, and G. Stock, “Ethical leadership: A social learning perspective for construct development and testing,” Organ. Behav. Hum. Decis. Process., vol. 163, pp. 163–177, 2021, doi: 10.1016/j.obhdp.2020.11.003.

F. Luthans and B. J. Avolio, “The ‘point’ of positive organizational behavior: Authentic leadership and psychological capital for the new era,” Organ. Dyn., vol. 52, no. 1, p. 100999, 2023, doi: 10.1016/j.orgdyn.2023.100999.

P. G. Northouse, Leadership: Theory and practice (9th ed.). Sage publications, 2021.

H. Leroy, F. Anseel, W. L. Gardner, and L. Sels, “The impact of leader authenticity on employee attitudes and behaviors: A systematic literature review,” J. Leadersh. & Organ. Stud., vol. 29, no. 1, pp. 33–49, 2022, doi: 10.1177/15480518211036161.

B. J. Avolio and W. L. Gardner, “Authentic leadership development: Getting to the root of positive forms of leadership,” Annu. Rev. Organ. Psychol. Organ. Behav., vol. 7, no. 1, pp. 1–27, 2020, doi: 10.1146/annurev-orgpsych-012119-045043.

B. George, R. M. Walker, and J. Monster, “Does strategic planning improve organizational performance? A meta‐analysis,” Public Adm. Rev., vol. 80, no. 6, pp. 810–819, 2020, doi: 10.1111/puar.13194.

D. M. Mayer, “How do leaders foster ethical behavior? The role of organizational structure and culture,” Curr. Opin. Psychol., vol. 41, pp. 44–49, 2021, doi: 10.1016/j.copsyc.2021.02.004.

Z. Shao, “Ethical leadership and employee implementation of organizational strategy: The mediating role of psychological empowerment,” Front. Psychol., vol. 13, p. 823629, 2022, doi: 10.3389/fpsyg.2022.823629.

J. Kerr, M. A. Covaleski, and T. DeZoort, “The effects of internal audit role and reporting relationships on internal audit quality,” Account. Horizons, vol. 37, no. 2, pp. 1–23, 2023, doi: 10.2308/HORIZONS-2021-061.

P. V Nguyen and K. T. Tran, “Leadership in educational institutions: Integrating ethical stewardship and resource management for sustainable development,” Heliyon, vol. 10, no. 1, p. e23345, 2024, doi: 10.1016/j.heliyon.2023.e23345.

K. Cottrill, P. D. Lopez, and B. J. Hoffman, “The relational fabric of authentic leadership: A longitudinal examination of leader-follower dynamics,” J. Organ. Behav., vol. 45, no. 1, pp. 78–95, 2024, doi: 10.1002/job.2745.

R. E. Riggio and R. J. Reichard, “The role of leader self-awareness in leader development and effectiveness,” in Leader Development Deconstructed, Springer, Cham, 2020, pp. 109–128. doi: 10.1007/978-3-030-23012-6_6.

J. D. Houghton, C. P. Neck, and R. Krishnan, “The self-leadership-powered model of authentic leadership: Integrating self-influence and empowerment,” J. Leadersh. & Organ. Stud., vol. 28, no. 3, pp. 345–360, 2021, doi: 10.1177/15480518211005461.

G. C. Banks and R. E. Riggio, “Authentic leadership and its impact on followership: A comprehensive review and future directions,” Leadersh. Q., vol. 34, no. 2, p. 101723, 2023, doi: 10.1016/j.leaqua.2023.101723.

J. Zhu, Z. Liao, and Y. Li, “Building social capital through authentic leadership: Implications for team performance,” J. Bus. Ethics, vol. 183, no. 2, pp. 589–605, 2023, doi: 10.1007/s10551-022-05079-0.

M. Černe, S. Batistič, and R. Kenda, “Authentic leadership and follower innovation: The mediating role of climate for innovation,” Econ. Bus. Rev., vol. 23, no. 2, pp. 110–133, 2021, doi: 10.15458/2335-4216.1245.

M. Gagné, A. J. Morin, K. Schabram, Z. N. Wang, E. Chemolli, and M. Briand, “Uncovering relations between leadership and motivation: A multilevel meta-analysis,” J. Manage., vol. 48, no. 7, pp. 2037–2070, 2022, doi: 10.1177/01492063211061918.

W. Su, B. Lyu, H. Chen, and Y. Zhang, “How does servant leadership influence employees’ service innovative behavior? The roles of intrinsic motivation and identification with the leader,” Balt. J. Manag., vol. 15, no. 4, pp. 571–586, 2020, doi: 10.1108/BJM-09-2019-0335.

B. Mees and D. Breesch, “The financial sustainability of not-for-profit organisations: A systematic review,” Volunt. Int. J. Volunt. Nonprofit Organ., vol. 32, no. 4, pp. 688–703, 2021, doi: 10.1007/s11266-021-00351-9.

R. Vogel and D. Masal, “The two faces of transformational leadership: Empowerment and dependency,” J. Leadersh. & Organ. Stud., vol. 29, no. 1, pp. 50–65, 2022, doi: 10.1177/15480518211044163.

S. Kempster, M. Iszatt-White, and M. Brown, “An entrustment approach to authentic leadership: The dialectic of giving and receiving trust,” Leadership, vol. 19, no. 1, pp. 64–84, 2023, doi: 10.1177/17427150221116345.