Leadership Succession in Indonesian Pesantren: A Case-based Framework for Cadre Development
DOI:
https://doi.org/10.15408/tjems.v13i1.53099Keywords:
cadre development, Islamic educational leadership, leadership succession, pesantren, regeneration, kaderisasi, kepemimpinan pendidikan Islam, regenerasi, suksesi kepemimpinanAbstract
Abstract
Leadership succession remains a challenge for Indonesian pesantren, where authority is often concentrated in the kiai and cadre systems are unevenly institutionalized. This study examines leadership cadre development at Pesantren Darul Muttaqin Bogor and develops a case-based framework. Using an interpretive intrinsic case study, data were collected from January to June 2025 through 18 interview sessions with 14 participants, 120 hours of participant observation, and analysis of 15 institutional documents. Reflexive Thematic Analysis produced five empirical themes: regeneration challenges, institutional architecture, leadership pipeline, collaborative ecosystem, and value internalization. The findings were synthesized into a six-dimensional framework comprising institutional prerequisites, selection, development, assessment, succession, and institutional outcomes. The case shows that professionalized governance can coexist with spiritual formation, but its sustainability is constrained by centralized authority, uneven selection transparency, gendered career mobility, and cadre workload. The framework is provisional and intended for analytical transfer rather than statistical generalization.
Abstrak
Regenerasi kepemimpinan menjadi tantangan bagi pesantren yang masih bergantung pada otoritas kiai dan belum memiliki sistem kaderisasi yang terlembaga. Penelitian ini menganalisis pengembangan kader kepemimpinan di Pesantren Darul Muttaqin Bogor dan merumuskan kerangka berbasis kasus. Penelitian menggunakan studi kasus intrinsik interpretif dengan data yang dikumpulkan pada Januari–Juni 2025 melalui 18 sesi wawancara dengan 14 partisipan, 120 jam observasi partisipatif, dan analisis 15 dokumen kelembagaan. Reflexive Thematic Analysis menghasilkan lima tema empiris: tantangan regenerasi, arsitektur kelembagaan, pipeline kepemimpinan, ekosistem kolaboratif, dan internalisasi nilai. Sintesis temuan menghasilkan kerangka enam dimensi yang mencakup prasyarat kelembagaan, seleksi, pengembangan, asesmen, suksesi, dan hasil kelembagaan. Temuan menunjukkan bahwa profesionalisasi tata kelola dapat berjalan bersama pembentukan spiritual, tetapi keberlanjutannya masih dipengaruhi oleh sentralisasi otoritas, transparansi seleksi, mobilitas karier berbasis gender, dan beban kerja kader. Kerangka ini bersifat kontekstual dan ditujukan sebagai rujukan analitis, bukan generalisasi.
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