VOLUME 05 Issue 10 October 2026
1Shofi Ubaidilah, 2Suci Hidayati, 3Yuliana Nur Mustaghfiroh, 4Khoirul Umam, 5Baharuddin
1Darul Ulum University of Jombang
2,3Asy Syadzili Islamic Institute Malang
4,5Maulana Malik Ibrahim State Islamic University of Malang
DOI : https://doi.org/10.58806/ijsshmr.2026.v5i10n07Google Scholar Download Pdf
ABSTRACT
This study examines three main aspects of conflict management in a pesantren-based school at Tanjung Rejo Mangaran Islamic Boarding School, Situbondo: (1) the forms of conflict that occur, (2) the conflict resolution strategies implemented, and (3) the role of kiai leadership in resolving conflicts. This study employed a qualitative approach using a case study design. Data were collected through interviews, observations, and documentation. Data analysis involved data reduction, data display, and conclusion drawing and verification. The findings reveal that conflicts in the pesantren-based school take several forms, including social, economic, political, cultural, task, and organizational conflicts. Conflict resolution is carried out by developing awareness of conflicts and strengthening communication among members of the pesantren community through several approaches, namely tabayyun, deliberation, islah, and tarahhum. Furthermore, the kiai plays an important role in managing conflicts by taking wise and fair actions and making decisions without disadvantaging either party. The kiai's roles include serving as a mediator, collector of information, information provider, and decision maker. These findings highlight the importance of kiai leadership in facilitating constructive conflict resolution within a pesantren-based educational environment.
KEYWORDS:Kiai Leadership, Conflict Management, Conflict Resolution, Pesantren-Based School.
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Cite this Article: Ubaidilah, S., Hidayati, S., Mustaghfiroh, Y. N., Umam, K., & Baharuddin. (2026). Servant Leadership as A Catalyst for Constructive Conflict Management: Evidence from A Pesantren-Based School in Tanjung Rejo Islamic Boarding School. INTERNATIONAL JOURNAL OF SOCIAL SCIENCE HUMANITY & MANAGEMENT RESEARCHS, 5(10), 2544-2554. https://doi.org/10.58806/ijsshmr.2026.v5i10n07