been made and has been evaluated is likely to be 
implemented both in terms of components and 
planned tools used in the education process, as well 
as in terms of the system of implementing the 
education process, so that when implemented, there 
is no doubt. Tilaar's opinion is reinforced by the 
opinion of Soebagio Atmodiwirio (2003: 23) which 
states in detail that management education can be 
defined as a process of planning, organizing, 
leading, controlling education personnel, educational 
resources to achieve educational goals. The planning 
process describes the steps in making an education 
plan that starts from the existence of facts / 
symptoms that invite questions for the observer and 
are considered necessary for assessment. These facts 
/ symptoms show a gap between what should be and 
the reality. Based on the facts / symptoms, then the 
possible factors that cause the reality achieved are 
different from the standards or targets that should be 
achieved by education management. Factors that 
cause the gap between should be with the fact that it 
is found and then analyzed to determine its status, 
which is then sought to find solutions so that the 
adverse effects of the causal factors can be 
overcome or suppressed and not hamper education 
management. Furthermore, a new set of plans are 
devised which are considered useful to meet the 
standards or targets of the education management 
that has been set. After the new plan has been 
established, organizing is then carried out. At this 
stage, it is possible for the management of 
educational institutions to develop the organization 
to produce an effective management or management, 
for example by adding existing units because of the 
excessive volume of work, or streamlining the 
organizational structure due to overlapping work or 
one type work done more than one unit.In addition 
to its organizational structure, its personnel can also 
be reviewed, such as the presence of personnel 
(education personnel) who are more efficient if they 
are transferred to other units, and / or promotion, and 
or the need to develop knowledge and skills. 
Furthermore, after organizing is done, the leader 
uses his role in leading personnel (teaching staff and 
education personnel) so that they move and act in 
accordance with their respective basic tasks and 
functions (tupoksi). During the execution of the 
main duties and functions of the personnel, the 
leader also carries out the functions of monitoring, 
controlling and monitoring. Monitoring is carried 
out so that small symptoms that might occur can be 
immediately addressed to prevent greater deviations.
Monitoring can be done using a time scale (such as 
hours or days), and can also use a quantity scale (eg 
number of class meetings). In addition to 
monitoring, leaders also carry out control of 
education personnel and education resources. 
Control of education personnel is carried out so that 
they function as the division of work tasks, and carry 
out their duties as per the established operational 
standard procedures, as well as the availability of 
other educational resources so that the quality and 
quantity are fulfilled. With the availability of all 
components of education to drive educational 
management functions as stated by Atmodiwirio, it 
is hoped that education management can achieve 
educational goals. In line with Atmodiwirio's 
opinion, Stephen J. Knezeich expressed his opinion, 
namely management education is a set of 
organizational functions that have the main objective 
to ensure the efficiency and effectiveness of 
educational services, as well as the implementation 
of policies through planning, decision making, 
leadership behavior, preparation of resource 
allocation, stimulus and coordination of personnel, 
and a conducive organizational climate, as well as 
determining essential changes in facilities to meet 
the needs of students and the community in the 
future. The author defines Knezeich's opinion, that if 
organizational functions are carried out as stated by 
Atmodiwirio, then education management will 
achieve a significant level of efficiency and remain 
effective in carrying out educational services. 
However, Knezeich tried to be more detailed in 
planning by proposing policies through planning.Of 
course we agree if an academic policy is made that 
will underlie academic standards, quality manuals, 
procedure manuals, and standard operating 
procedures. Thus, the decision making of leaders of 
educational institutions will always be within the 
limits that are justified. To make consistent 
decisions, leadership behaviors from leaders of 
educational institutions must also be consistent and 
clear. 
One review of leadership behaviors that are applied 
is leadership behaviors that are oriented to tasks and 
leadership behaviors that are oriented towards 
human relations (Gordon, 1990; Greenberg and 
Baron, 1995; Kreitner and kinicki, 1992; Owens, 
1991; Yulk, 1989; Hoy and Miskel, 1987). This 
leadership orientation can be called the dimension of 
leadership (laedership dimension). Task-oriented 
behavior is leadership that is more attentive to leader 
behavior, which leads to the preparation of work 
plans, the determination of organizational patterns, 
the existence of organizational channels, 
communication channels, work methods and 
procedures to achieve clear goals. Relationship-