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Quality Management Development through Gender Equality Based Leadership in Nahdlatul Ulama Universities
There is still a wide quality gap between State Universities (SU) and Private Universities (PU) in Indonesia. This research aims to find the strategy pattern of Nahdlatul Ulama University (NUU) in the development of quality management through gender equality-based leadership. The pattern can be seen by using qualitative phenomenological research through interviews with the informants. Data analysis is done in five stages, namely writing all transcripts of interview results, finding statements about research focus, grouping these statements into meaningful units, and constructing all explanations about the meaning and essence of the informant's experience. The results showed that NUU implemented four strategies in the development of quality management through gender equality-based leadership, namely (1) Optimization of the functions of the Center for Women Studies (CWS) and comparative studies, (2) Providing equal opportunities for female and male lecturers to develop their careers, (3) Determining leadership through selection based on specified requirements, and (4) Providing opportunities and support to women to lead. Therefore, the right person would be elected as the leadership to further develop the quality management at NUU. The findings of this study suggest that this strategy pattern can be applied to other private Islamic universities, especially at other NUUs.
quality management, leadership, gender equality, qualitative phenomenology
Appreciation is given to The Ministry of Religious Affairs of the Republic of Indonesia, which has provided funding for this research, also Yogyakarta State University and Sunan Kalijaga State Islamic University Yogyakarta which have provided research facilities.
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Recommended APA Citation
Isnaini, R. L., Hanum, F., & Prasojo, L. D. (2021). Quality Management Development through Gender Equality Based Leadership in Nahdlatul Ulama Universities. The Qualitative Report, 26(11), 3374-3391. https://doi.org/10.46743/2160-3715/2021.4877