Integrating Islamic Values into Academic Supervision to Support SDG 4: A Multisite Case Study of Teacher Development in Two Faith-Based Primary Schools
DOI:
https://doi.org/10.63230/jocsis.2.2.145Keywords:
Academic Supervision, Faith-Based Schools, Instructional Coaching, Prophetic-GROW Model, Teacher Professional DevelopmentAbstract
Objective: To investigate the implementation, operational challenges, and strategic outcomes of integrating prophetic virtues into a standardized instructional coaching framework within faith-based primary schools. Method: Employing a qualitative approach with a multisite case study design, this inquiry examined the academic supervision workflows at School A and School B in Indonesia. Data were generated through prolonged fieldwork triangulation, encompassing semi-structured in-depth interviews with 16 key informants (principals, vice-principals, and teachers), non-participant observations of clinical supervision cycles, and institutional document audits. Data were systematically analyzed using the constant comparative method. Results: The findings demonstrate that transforming the secular GROW model into a spiritually responsive "Prophetic-GROW framework" successfully operationalizes abstract values amanah, lillah orientation, shidq, shura, ta'awun, and tawakkul into structured supervisory behaviors. This framework builds high psychological safety and mitigates evaluation anxiety, resulting in 62.50% of educators at School A and 65.22% at School B achieving "excellent" pedagogical mastery. However, the study identifies a persistent dual-role dilemma where heavy administrative and budgetary duties constrain the principal's coaching time. Novelty: Bridging the empirical gap between secular performance-driven coaching models and theological ethics by developing a comprehensive Prophetic GROW Model for academic supervision. The model demonstrates that integrating Islamic values into coaching creates a supportive psychological climate that enhances teachers' pedagogical competence and professional growth, thereby contributing to SDG 4 (Quality Education) through value-based teacher development and improved educational quality.
References
Al-Haddad, S., & Kotnour, T. (2015). Integrating the organizational change literature: A dynamic model of change. International Journal of Organizational Analysis, 23(2), 234–262. https://doi.org/10.1108/IJOA-06-2013-0683
Ali, A. J. (2010). Islamic challenges to HR models. International Journal of Human Resource Management, 21(13), 2273–2280. https://doi.org/10.1080/09585192.2010.516587
Appelbaum, S. H., Habashy, S., & Malo, J. L. (2018). Back to the future: Revisiting Kotter's 1996 change model. Journal of Management Development, 37(1), 30–51. https://doi.org/10.1108/JMD-05-2017-0169
Baer, M., & Frese, M. (2015). Innovation is not enough: Climates for initiative and psychological safety. Journal of Organizational Behavior, 24(1), 45–68. https://doi.org/10.1002/job.179
Bozer, G., & Jones, R. J. (2018). Understanding the factors that determine workplace coaching effectiveness: A systematic literature review. European Journal of Work and Organizational Psychology, 27(3), 342–361. https://doi.org/10.1080/1359432X.2018.1446946
Bush, T., & Glover, D. (2016). School leadership and management in South Africa: Findings from a systematic literature review. International Journal of Educational Management, 30(4), 571–585. https://doi.org/10.1108/IJEM-07-2014-0101
Castellano, S. (2023). Psychological safety as a driver for inclusive leadership in schools. Organizational Dynamics, 52(1), 12–25. https://doi.org/10.1016/j.orgdyn.2023.100962
Cavanagh, M. J., & Grant, A. M. (2015). The coaching engagement in organizations: A complexity approach to coaching oversight. Consulting Psychology Journal: Practice and Research, 67(3), 188–207. https://doi.org/10.1037/cpb0000041
Davis, F. D. (1989). Perceived usefulness, perceived ease of use, and user acceptance of information technology. MIS Quarterly, 13(3), 319–340. https://doi.org/10.2307/249008
Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227–268. https://doi.org/10.1207/S15327965PLI1104_01
Dutton, J. E., & Heaphy, E. D. (2016). The power of high-quality connections at work. Academy of Management Review, 28(2), 263–278. https://doi.org/10.5465/amr.2003.9416041
Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999
Frazier, M. L., Tupper, C., & Fainshmidt, S. (2017). Psychological safety: A meta-analytic review and extension. Personnel Psychology, 70(1), 113–165. https://doi.org/10.1111/peps.12183
Fry, L. W. (2003). Toward a theory of spiritual leadership. The Leadership Quarterly, 14(6), 693–727. https://doi.org/10.1016/j.leaqua.2003.09.001
Fullan, M., & Quinn, J. (2022). Coherence: The right drivers in action for schools, districts, and systems. Journal of Educational Change, 23(1), 1–18. https://doi.org/10.1007/s10833-021-09443-4
Grant, A. M. (2017). The efficacy of executive coaching in times of organizational change. Journal of Change Management, 17(2), 126–144. https://doi.org/10.1080/14697017.2017.1301051
Graßmann, C., Schermuly, C. C., & Isaac, P. (2020). Online coaching: An analysis of coaching outcomes and the coaching relationship in an online versus face-to-face setting. Frontiers in Psychology, 11(20), 1–12. https://doi.org/10.3389/fpsyg.2020.01734
Gurr, D., Drysdale, L., Jones, M., & Longmuir, F. (2020). Instructional leadership and academic supervision in Australian schools: Evolving sub-cultures of professional trust. International Journal of Educational Management, 34(6), 981–995. https://doi.org/10.1108/IJEM-09-2019-0331
Hallinger, P. (2018). Surfing the waves of educational leadership development: A review of global trends. Educational Management Administration & Leadership, 46(3), 362–387. https://doi.org/10.1177/1741143217751094
Hargreaves, A., & O'Connor, M. T. (2018). Collaborative professionalism: When teaching together means learning for all. Corwin Press.
Harris, A., & Jones, M. (2020). COVID-19 – school leadership in disruptive times. School Leadership & Management, 40(4), 243–247. https://doi.org/10.1080/13632434.2020.1811479
Hu, J., & Liden, R. C. (2015). Making a difference in the teamwork: Linking team prosocial motivation to team processes and effectiveness. Academy of Management Journalヌ, 58(4), 1102–1127. https://doi.org/10.5465/amj.2012.1142
Ianiro, P. M., & Schermuly, C. C. (2016). Analysis of interpersonal behavior in coaching: The role of coach-client interaction. Coaching: An International Journal of Theory, Research and Practice, 9(2), 128–146. https://doi.org/10.1080/17521882.2016.1182050
Kark, R., & Carmeli, A. (2019). Alive and creating: The mediating role of vitality and psychological safety in transformational leadership. The Leadership Quarterly, 30(4), 12–28. https://doi.org/10.1016/j.leaqua.2019.05.002
Kavanagh, S. S., & Rainey, E. C. (2021). Learning to observe and provide feedback: The core of clinical academic supervision in teacher preparation. Journal of Teacher Education, 72(4), 438–452. https://doi.org/10.1177/0022487120972261
Klar, H. W., & Brewer, C. A. (2015). Successful leadership in high-need schools: An examination of core leadership practices. Journal of Educational Administration, 53(3), 422–445. https://doi.org/10.1108/JEA-07-2013-0078
Kutsyuruba, B., Walker, K. D., & Noonan, B. (2016). The role of the principal in academic supervision: Creating trust climates for teacher development. International Journal of Leadership in Education, 19(4), 415–437. https://doi.org/10.1080/13603124.2015.1015617
Levin, B. (2015). Infrastructure for implementation: The role of policy and politics in educational change. Journal of Educational Change, 16(4), 513–524. https://doi.org/10.1007/s10833-015-9263-4
Lincoln, Y. S., & Guba, E. G. (1985). Naturalistic inquiry. SAGE Publications.
Lofthouse, R., & Hall, E. (2020). Coaching in education: A study of professional learning in schools. Professional Development in Education, 46(3), 442–455. https://doi.org/10.1080/19415257.2019.1634629
Miles, M. B., Huberman, A. M., & Saldaña, J. (2014). Qualitative data analysis: A methods sourcebook (3rd ed.). SAGE Publications.
Mintrop, R., & Zumpe, H. (2019). Design-based school improvement: A strategy for redistributing leadership. Journal of Educational Administration, 57(5), 450–469. https://doi.org/10.1108/JEA-10-2018-0190
Newman, A., Donohue, R., & Eva, N. (2017). Psychological safety: A systematic review of the literature. Human Resource Management Review, 27(3), 521–535. https://doi.org/10.1016/j.hrmr.2017.01.001
Ng, D. T. K., & Chan, J. K. Y. (2023). Technological change management in K-12 schools: A systematic review. Computers & Education, 194, Article 104691. https://doi.org/10.1016/j.compedu.2022.104691
O’Brennan, L. M., Pas, E. T., & Bradshaw, C. P. (2017). Multilevel examinations of teacher anxiety during academic supervision and instructional evaluation. School Psychology Quarterly, 32(3), 365–378. https://doi.org/10.1037/spq0000171
Özdemir, N. (2021). The relationship between instructional leadership behaviors of school principals and the academic supervision outcomes of teachers. International Journal of Progressive Education, 17(2), 154–168. https://doi.org/10.29329/ijpe.2021.332.10
Passmore, J., & Fillery-Travis, A. (2021). A critical review of executive coaching research: A decade of progress and future research. Human Resource Development International, 24(5), 519–546. https://doi.org/10.1080/13678868.2021.1931587
Peláez, M. J., Coo, C., & Salanova, M. (2020). Facilitating work engagement through coaching: The role of coaching efficacy. Psychology Research and Behavior Management, 13, 127–137. https://doi.org/10.2147/PRBM.S223910
Pollock, K. (2016). School administrators' work and change. International Journal of Educational Management, 30(7), 1259–1274. https://doi.org/10.1108/IJEM-09-2015-0125
Sande, A., & Ndiku, J. M. (2024). Coaching-based academic supervision and teacher pedagogical excellence: An empirical analysis in secondary institutions. Educational Management Administration & Leadership, 52(1), 112–129. https://doi.org/10.1177/17411432221113401
Sanner, B., & Bunderson, J. S. (2015). When feeling safe isn't enough: Contextualizing the effects of psychological safety on team learning. Organizational Psychology Review, 5(3), 255–277. https://doi.org/10.1177/2041386614561144
Stouten, J., Rousseau, D. M., & De Cremer, D. (2018). Successful organizational change: Integrating the management practice and scholarly literatures. Academy of Management Annals, 12(2), 752–788. https://doi.org/10.5465/annals.2016.0095
Tesfaw, T. A., & Hofman, R. H. (2014). Relationship between instructional leadership and academic supervision: Key factors influencing teacher professional satisfaction. International Journal of Educational Management, 28(2), 199–214. https://doi.org/10.1108/IJEM-03-2013-0039
Tuytens, M., & Devos, G. (2017). The role of feedback quality and psychological safety in the outcomes of academic supervision for teachers. Educational Assessment, Evaluation and Accountability, 29(2), 143–164. https://doi.org/10.1007/s11092-016-9252-0
Wanless, S. B. (2016). The role of psychological safety in human development. Research in Human Development, 13(1), 6–14. https://doi.org/10.1080/15427609.2016.1141276
Whitmore, J. (2009). Coaching for performance: GROWing human potential and purpose: The principles and practice of coaching and leadership (4th ed.). Nicholas Brealey Publishing.
Downloads
Published
Issue
Section
License
Copyright (c) 2026 Journal of Current Studies in SDGs

This work is licensed under a Creative Commons Attribution 4.0 International License.
This work is licensed under a Creative Commons Attribution 4.0 International License.
