Personality Competence, Authority and Change Vision; Transformative Leadership in Building Madrasah Competitive Advantage

: This study aims to explain the personality competencies of madrasah leaders, authority and the vision of change in leadership in bringing madrasahs towards competitive advantage. This research uses a qualitative approach. Data sources and data collection techniques were obtained from interviews, observations, and documentation. Data analysis was performed using a flow model: data collection, data reduction, presentation and conclusion. The findings of this study indicate that transformative leadership can bring madrasah to play a vital role as educational institutions with competitive Islamic characteristics that have advantages that align with the times' challenges. The transformative leadership of superior madrasah can be found in madrasah leaders who have visionary views, can position themselves as agents of change, can position themselves as the organisation's driving force, can deal with complexity, ambiguity and uncertainty, and have a social vision and thinking skills. Therefore madrasah need to adopt a transformative leadership model to move forward and be competitive in navigating change.

services and digital learning to prepare superior people in the age of communication (Ehlers & Ulf, 2020).
Madrasah are currently also faced with various global challenges.External challenges are related to Organizational Culture (Stauffer & Maxwell, 2020), digital transformation (Bartsch et al., 2021), the modern era of management (Shufutinsky et al., 2020), influential leadership trends (Smith, 2020), the need to welcome transformative leadership (Novitasari et al., 2020), leadership challenges and organizational change (Mulianti, 2020).This new challenge affects people's tastes.This means that madrasah must be able to provide services to the character of the community, which is usually characterized by rationality, quality, management and increasingly international standards.
Madrasah are also faced with ambitious market appetites.The emergence of free market socialism allows market tastes to win the competition in all sectors of life.Madrasah heads must develop transformative leadership attitudes and leadership attitudes to achieve goals (Farahnak et al., 2020) and develop knowledge, values, and innovation (Rowly et al., 2020).Who can satisfy market needs, there is victory and prosperity.
Based on Fanani's research (2020), it was argued that amid a crisis and degradation of life's morality, transformational leadership in this reformation era, especially in the public sector, provided fresh air for the problem of crisis leadership and public distrust (distrust) of its leaders.Lipham et al. (1960) mention the leader as a symbol that describes the state of the organization or institution he leads.The leader becomes the symbol of the organization that he shelters.If the leader is good, then the organization looks good.If the leader needs to be corrected, it describes the state of the organization or institution he leads.The leader represents the organization.He represents what people understand about his organization.Therefore leaders must be prepared (Nuruzzaman et al., 2020).Leaders are representatives of organizations or schools who must have character and skills (Gusman et al., 2020).He is mainly considered to have the authority to speak, explain for, on behalf of and for the organization.
Leadership is the ability and readiness possessed by someone to influence, encourage, invite, guide and move others to accept their influence and do something to achieve goals.James M Lipham (1960) saw the school leadership relationship as an educational facilitation that ensures all educational resources are maintained, functionally designed and planned.Leadership is a decision and is instead the result of a process of character change and internal transformation within a person.
Seeing the dilemmatic conditions and the lack of enthusiasm in madrasah, it is time to formulate more progressive alternatives for managing madrasah.One of the basic needs related to the above reality is progressive leadership that has intuition and, at the same time, intelligence in reading the changes happening.Aminuddin (2017) says that transformative leadership is a model that provides direction and positive change in an organization or Islamic educational institution.Leadership that can formulate a vision and mission to the demands of today's society's quality standards.One of them is transformative leadership that will bring madrasah to become schools of choice.Leaders who can change from satire to favourite school.Leaders who translate statism into dynamism and translate slum madrasah into superior madrasah.Bringing madrasah into every madrasah is a good school; every madrasah is a favourite school that can benefit from relationships with partners and the government (McMullin et al., 2020).Leaders who are adaptive and focused on goals (Bagwell, 2020) can manage complex changes (Le Dao et al., 2020).These transformative leaders can make changes (Dung et al., 2020).
Madrasah Aliyah Negeri (MAN) Insan Cendikia Serpong South Tangerang Banten is the best national madrasah based on the results of the 2021 Computer-Based Written Examination (UTBK).This exam is a PTN entrance test held by the Higher Education Entrance Test Institute (LTMPT).The implementation is carried out correctly and standardized, and the assessment is carried out individually to students.
The development and achievements of MAN Insan Cendikia Serpong ranked the best nationally, attract researchers to conduct this research.This is based on several reasons as follows.First, MAN Insan Cendikia is a transformation from the BPPT Middle School (School of Magnets), designed at great expense to accommodate Santri-based students towards integrated mastery of faith and science and technology.A scientific integration development model that has yet to be widely studied.Second, MAN Insan Cendikia is a madrasah with a leadership transformation.This process is essential to read and understand how leadership changes, visions and visions of change from managers or madrasah heads.Third, there is the achievement of graduates of this State Madrasah Aliyah (MAN) who have entered leading universities abroad.This achievement requires hard work, coaching and a leadership role that is good at reading change.Fourth, amid the fact that there are still many madrasah that are predominantly private in Indonesia and are still struggling with stagnation and freezing, there are suitable lessons from best practices from the best national madrasah, which can be valuable lessons for regular madrasah to be able to play a strategic role as religion-based education that has excellence and public interest.
From the explanation of the problem above, this research seeks to answer how personality competence, authority and vision changes in the leadership of MAN Insan Cendikia Serpong in responding to changes for the excellence of the best national madrasah so that this research seeks to examine transformative leadership to build quality religion-based education critically.

RESEARCH METHODS
This study uses a phenomenological research method with qualitative techniques to see and hear closer and more detailed explanations and personal understanding of their experiences.This research was conducted on the National Best Madrasah based on the 2021 UTBK listed in Table 1.Data was collected through interviews, surveys, FGDs, observation, and direct involvement (participant observer).Key informants included the head of the madrasah and the deputy head of the madrasah.From this source, valuable input was obtained, a set of knowledge, a set of beliefs related to experience and vision of leadership, primarily related to aspects; of understanding, ability, leadership, foundation, and motivation, which are the exciting findings this study.
Data collection was carried out by collecting documents, case data, track records, publications, participant observation, and listening to critical informants using note-taking, recording and observing techniques.All incoming data is then grouped based on problem categories or study focus.Data sources will utilize key informants, madrasah heads and vice principals, as well as teachers who are considered to know the condition of schools regarding madrasah policies, programs and leadership and use madrasah strategic plan documents and madrasah development plans.The data analysis technique used in this study is a flow model.This model contains several analysis steps: data collection, data reduction, data presentation, and concluding, as adapted from Miles and Huberman (1992).

RESULTS AND DISCUSSION Measuring Madrasah Personality Competence
From the findings of data on madrasah personality and managerial abilities at MAN IC Serpong, MAN IC Pekalongan, and MAN 2 Malang, it can be explained the basis for the leadership of the madrasah head in terms of personality and managerial competence of the madrasah head, which can then be drawn general findings that the basic abilities of the madrasah principal's personality are essential for transformation madrasah towards national excellence.In general, the essential leadership skills of MAN IC Serpong, MAN IC Pekalongan and MAN 2 Malang can be constructed in Table 2. From the data described in the explanation above, at least several introductory notes will be discussed in this study.The head of MAN IC Serpong, MAN IC Pekalongan, and MAN 2 Malang, who dares to take risks and is not overly emotional and able to understand problems, describes a mature personality condition.At least there are several reasons.First, the leader carrying the carriage of change in Islamic educational institutions is challenging.Will face many obstacles, mainly because there is a system of cognition contrary to statism, quo vadis and stagnation that has been going on for a long time.Therefore madrasah leaders must be rational and not easily carried away by feelings.Second, the key to the success of the madrasah principal is the ability to understand problems, calculate strengths and ability to solve problems.As long as the method is rational, based on the institution's ability, and supported by subordinates, there is no need to hesitate to make decisions and move forward to achieve the goals of the madrasah.Third, no policy is born from a policy that does not generate controversy.Primarily if the changes are related to strategic issues that are detrimental to the other party in terms of income, for reasons of progress and the vision of madrasah, there should be no obstacles to making changes.
What happened to the leadership of MAN IC Serpong, MAN IC Pekalongan, and MAN 2 Malang can be called individual consideration.This mature personality can be an example for their subordinates.In the language of Sarros and Santora, and Pounder (2001) refines aspects of transformational leadership which are implicitly stated in the original aspect to be leadership that has the characteristics of having integrity, as well as being a person who can be a reference (individual consideration).
The head of MAN IC Serpong, MAN IC Pekalongan, and MAN 2 Malang can build open communication and place themselves as an essential part of personality competence.First, communication is the key to leadership.The communication skills of madrasah leaders are a bridge to avoiding deadlock and freezing personal and organizational relationships.Open communication with madrasah leadership is a straight path that will convey the vision of the madrasa to achieve goals; instructions and directions from the leadership will be smooth without bias.Second, madrasah leadership communication that is flexible, easy to digest and not too procedural will bind madrasah employees and staff to work optimally.
What is owned by the Head of MAN IC Serpong, MAN IC Pekalongan, MAN 2 Malang is in line with what is called Bass (1985) in Jabnoun and al-Ghasyah, which defines a transformational leader is someone who increases individual and group self-confidence, raises awareness and interest in the group and organization, and try to mobilize the attention of subordinates to achieve and develop the existence of Madrasahs.You can learn from communication at MAN IC Serpong, MAN IC Pekalongan and MAN 2 Malang.
The head of MAN IC Serpong, MAN IC Pekalongan, and MAN 2 Malang has a straightforward attitude on all sides.Being creative and responsible is a personality change leadership ability.What was found from this leadership is interesting to note.First, creativity is presenting something new [creating something new].There will be much tension in a climate where creativity grows due to different climates or the exchange of ideas and creative ideas.Second, the emergence of tension due to the flow of thoughts, ideas and creative ideas is manageable when everything is done responsibly in the sense that everything is directed to achieve the school's vision, mission and goals.All can contribute through ideas and ideas that are needed to make the best madrasah decisions.
Data from the presentation of the Head of MAN IC Serpong, MAN IC Pekalongan, MAN 2 Malang, which is straightforward, creative and responsible, is in line with what is called Sarros and Santora and Pounder (2001) mentioning the transformational leadership aspect, which is implicitly stated in the original aspect to be leadership which has inspirational, creative and innovative characteristics or inspirational motivation, integrity, innovation, and intellectual stimulation.
The head of MAN IC Serpong, MAN IC Pekalongan, MAN 2 Malang, seems inspiring, has positive charisma, is idealistic and has a solid motivation to be the key to success in bringing the madrasah through change.Madrasah heads who have this leadership base will be able to ensure that madrasah run well in carrying out the mandate of strengthening superior human resources.The ability of the madrasah head in an organizational framework, as a teacher leader and personality, is the key to success in bringing the best national madrasah from an academic and non-academic perspective.The data presented above uses the analysis of Sarros and, Santora and Pounder that essential transformative leadership or transformational leadership implicitly becomes leadership with inspirational characteristics, advanced motivation, creative, innovative and intellectual stimulation.
The leadership of MAN IC Serpong, MAN IC Pekalongan and MAN 2 Malang represents a transformative spirit.Also strengthened, Sarros and Santora and Pounder (2001) looked at transformational leadership personality profiles that have inspirational motivation, leaders who have integrity or honesty, creative leaders (innovation), have impression management, have moral [individual consideration], and also an intelligent leader (intellectual stimulation).In a language close together, transformative leadership seeks to transfer the visionary into a shared vision so that leaders and subordinates work to make the vision a reality.In other words, transformative behaviour can be seen through several leadership behaviours such as charismatic (attributed charisma), idealized leader (idealized influence), and inspirational (inspirational motivation).

Testing Madrasah Leadership Authority
The head of MAN IC Serpong, MAN IC Pekalongan, and MAN 2 Malang dares to make decisions and is a lifelong learner.The madrasah head's role as the madrasah's top leader plays an essential role in driving the madrasah organization.Such a significant role must be able to move and direct all resources, personnel, staff and teachers to be able to be moved towards the common goals of the madrasah.Achieving goals and vision, the madrasah's mission is carrying out the mission of change.The leading authority of the madrasah head can be seen in the following table.This finding is exciting, considering several things.First, social change is happening very fast.This change needs to be addressed by the head of the madrasah as a severe concern for adjusting the vision, mission and strategy of the madrasah in preparing programs according to the community's needs.Second, change as a discontinuous process, without stopping and affecting the faces, tastes, and community needs, requires the madrasah head to continue updating his insights and knowledge so that what is happening today can be understood and analyzed for building madrasah policies.
The head of MAN IC Serpong, MAN IC Pekalongan, and MAN 2 Malang trust other people and has intra and interpersonal skills.This finding is important to note for several reasons.First, madrasah today is proliferating, involving many people, staff and networks.Therefore the madrasah head must be bright and dare to trust other people.Good relationships in dividing tasks, authority, partnerships, cooperation and fundraising.This must be the new culture of the madrasah.Second, intra and interpersonal skills are becoming communication pillars that are increasingly needed.The head of the madrasah should begin to understand how to manage communication, how to get along well, and how or the ethics of association between fellow madrasah organizations and other parties related to the madrasah.
The head of MAN IC Serpong, MAN IC Pekalongan, and MAN 2 Malang can organize and give orders.This finding is interesting, considering several reasons.First, testing the principal of the madrasah, his orders are obeyed, or his authority is influential or rejected in educational institutions, which can be seen from the ability of the principal to organize or give orders.Second, the orders of the head of the madrasah are instructions that must be obeyed by all staff in the madrasah.If an order is rejected or not obeyed, the head of the madrasah can review it by changing decisions or changing personnel who are given Available online at https://ejournal.unuja.ac.id/index.php/al-tanzim/indexassignments.Bleeding] that will affect the organization widely.Because of that, the head of the madrasah can amputate and replace it so it does not spread into an organizational virus.
Madrasahs can adapt change leadership to improve madrasah education services.The principal of the madrasah should pay attention to leadership attitudes and behaviour.According to Sultan (2020), the critical attitude of the madrasah head is; First, having responsibility for the position.Second, have deep concern and commitment.Third, Enforcing time discipline.Fourth, carry out every task and activity (value).Fifth, Proactive (taking the initiative to do something believed to be good).Sixth, Have the will and courage.Seventh, Become a communicative leader and motivator for his staff.Eighth, have sensitivity and feel guilty about something that does not quite fit, and try to correct it.Ninth, Dare to correct every mistake decisively, act wisely, and not be permissive (easy to understand, understand, and forgive mistakes).
The findings above illustrate that the leadership authority at MAN IC Serpong, MAN IC Pekalongan, and MAN 2 Malang is adequate.In some cases, some notes need to be brought to the attention of administrators, managers, and madrasah heads.

The Vision of Madrasah Leadership Change
The head of MAN IC Serpong, MAN IC Pekalongan, and MAN 2 Malang is a visionary leader who can position himself as a tool for change.

Madrasah
Headmaster's Change Vision 1. Leaders have foresight 2. Be able to position yourself as a tool for change 3. The head of the madrasah as the driving force of the organization 4. Able to deal with complexity, ambiguity and uncertainty 5. Have a positive performance management 6.The madrasah head has social sensitivity and thinking skills This finding is interesting for further analysis considering several reasons.First, madrasah leaders must be able to formulate a madrasah vision and mission through social and technological developments.Therefore the head of the madrasah must have sharp insight to understand what is currently happening in the madrasah and the madrasah environment.Second, the madrasah head must be able to observe, understand, interpret and translate environmental challenges into strengths for building the madrasah's vision and mission.Because the principal is the tool of change itself, if he wants to change, he wants to see and interpret environmental challenges to create a new vision for the madrasah that meets the challenges of his community.He will emerge as a change leader.However, he is lazy to read what is happening today in the madrasah environment.In that case, he will become a leader who loses sharpness and superiority because he fails to understand today's problems.Therefore, the victims of this leadership are, of course, the madrasah they sacrifice.This is called the irony of leadership, or leadership that is unable and unwilling to move and achieve the ideals and goals of the madrasah.
In Islam, a leader must be trusted.Some of the characteristics that madrasa leaders must have include; 1) Siddiq means honest, trustworthy, has high integrity and is protected from mistakes; 2) Fathonah means smart, has high intellect and professionalism; 3) Amanah, which means trustworthy, has legitimacy and accountability; 4) Tabligh means consistently delivering treatizes truth, never hide what must be conveyed, and communicative.
The heads of MAN IC Serpong, MAN IC Pekalongan, and MAN 2 Malang are the driving force for madrasah and can deal with complexity, ambiguity and uncertainty.This finding is interesting given the following reasons.First, leadership is the key to moving the organization.Successful leadership is leadership that can influence, move, inspect, direct and inspect subordinates towards the goals that the madrasah aspires to; a successful head is a head who can move his subordinates towards the goals of the madrasah.Leaders of MAN IC Serpong, MAN IC Pekalongan, and MAN 2 Malang can position themselves as the motor of this change.Second, changes are increasingly complex and complicated; madrasah principals who can deal with the ambiguity of change and the complexity of change will be able to surf the blue ocean with the right strategy.Therefore the madrasah head must continue to update his knowledge, skills and competencies according to the demands of the times.
In today's rapidly developing flow of ideas and ideas, madrasah need change leadership.Leadership that adapts to rapid organizational changes and modern understandings of human-organizational interactions.The madarash head becomes an essential component in initiating change.Wibowo (2012) mentions several roles of leaders in bringing change to their organizations, including; a) creating an effective working relationship; b) a shift in the function of managers; c) leading by example; d) influencing other people; e) develop teamwork; f) involving subordinates in decision making; g) making empowerment of subordinates a way of life; and h) build commitment.In addition to its significant role in bringing about change, a leader must have a mature strategy to make this change a reality.
The head of MAN IC Serpong, MAN IC Pekalongan, and MAN 2 Malang has a positive management performance.This finding is essential given attention considering several reasons.First, leadership is the ability to manage an organization with managerial competence.This ability is essential for planning, organizing and controlling madrasah.So that leaders can carry out the wheels of the organization effectively and efficiently.Second, positive management performance results describe leadership that understands the task and has the competency standards and qualifications required for madrasah leadership.The positive management performance of the heads of MAN IC Serpong, MAN IC Pekalongan, and MAN 2 Malang allows madrasahs to develop their future performance positively.
The head of MAN IC Serpong, MAN IC Pekalongan, and MAN 2 Malang have sufficient social vision and thinking skills.This finding is interesting, given the note.First, the condition of today's society is the basis or foundation of madrasah planning.What is currently happening in society, the demands and the new standards desired by the community are the basis for madrasah planning.If madrasah deny this, then what madrasah are doing regarding the program will be out of date, aka expired.Therefore the principal of the madrasa must be serious about this problem.Second, denying what is currently happening in madrasah will lead to madrasah losing interest, and lack of support, which means a threat to madrasah.Madrasah will lose community support, funding and also community support.Madrasah will lose a vital elan and be left behind by history.Social vision and thinking skills are essential for madrasah leaders at MAN IC Serpong, MAN IC Pekalongan, and MAN 2 Malang.
Leaders must capacity requirements that are useful for organizing, fostering collaboration, solving problems, and capturing change.More broadly, the author describes as follows; First, the skill of organizing members.These skills are related to how to place, position, and assign subordinates according to their fields and abilities.Second, skills in fostering cooperation with members.Leaders must build teamwork, train, delegate, and manage members.Third, Able to communicate well.Communicate smoothly, clearly, straightforwardly and firmly and do not beat around the bush.Fourth, able to solve the problems faced by its members.Leaders must have the intelligence to see, analyze and solve the organization's problems.Fifth, being able to capture the changes that occur.Organizations and campuses face swift changes; leaders must adapt and adjust.Failure to adapt will make it stutter, less fast, and less responsive, which in the end, can be detrimental to the organization.

CONCLUSION
Madrasah transformative leadership that can understand change and is also able to bring madrasah to surf the blue ocean has the advantage of having a solid personality profile which is marked by; inspirational personality, charisma, idealism, strong morals, becomes individual consideration, intellectual stimulation and is responsible.In terms of authority, madrasah transformative leadership is characterized by several inherent characteristics, including; daring to make decisions, learning all the time, trusting others, having interpersonal and intrapersonal skills, and organizing madrasah and orders to be obeyed by their subordinates.
Madrasah face swift social change, and the dynamics are complex and complicated.Madrasah, as educational institutions in competition to win the battle for quality education services in today's situation, are required to respond to demands for change, make decisions, and adapt quickly.Educational institutions need to make changes related to leadership, management, and organizational changes that align with the demands of change.

ACKNOWLEDGEMENTS
On this occasion, the author would like to thank the Head of MAN Insan Cendekia Serpong and his staff, the Head of MAN Insan Cendekia Pekalongan and his staff, Head of MAN 2 Malang and his staff, who have assisted researchers in research activities.