PENGARUH PENGETAHUAN PENGELOLAAN, KOMUNIKASI INTERPERSONAL, SENSE MAKING, DAN KEPUASAN KERJA TERHADAP KINERJA KEPALA SEKOLAH DASAR DI KABUPATEN HUMBANG HASUNDUTAN

This research was conducted to find out: (1) an overview of management knowledge, interpersonal communication, sense making, job satisfaction, and principals’ performance in Humbang Hasundutan Regency. (2) the model form of the relationship management knowledge, interpersonal communication, sense making, and job satisfaction with the performance of school principals in Humbang Hasundutan Regency. (3) the influence of management knowledge and interpersonal communication on principals’ Sense making in Humbang Hasundutan District. (4) the influence of management knowledge and Sense making on principals’ job satisfaction in Humbang Hasundutan Regency. (5) the influence of management knowledge, interpersonal communication, sense making, and job satisfaction on the principals’ performance in Humbang Hasundutan District.
The goodness of fit test results indicated that the model built was compatible with the data (Goodness of Fit Index, GFI = 1,00). The principal's performance were statistically influenced by management knowledge, interpersonal communication, sense making, and job satisfaction positively and significantly, and each influence coefficient of them is p51 = 0.422, t = 6,245; p52 = 0,204, t = 2,889; p53 = 0208, t = 3,028; p54 = 0,153, t = 2,364. Likewise, the management knowledge and sense making influenced job satisfaction positively and significantly which is indicated by each effect coefficient of p41 = 0.294, t = 3.905; p43 = 0.427, t = 5.657. Principals’ Sense making was also influenced by knowledge management and interpersonal communication as indicated by their respective path coefficients of p31 = 0.178, t = 2.061; p32 = 0.469, t = 5.421. The influence of exogenous variables on endogenous variables in each substructure as follows, (1) sense making was influenced by knowledge management and interpersonal communication of 0.422 and 0.469 respectively; (2) job satisfaction was influenced by management knowledge of 0.294 directly, 0.099 indirectly, and totally of 0.391, and also by sense making of 0.427.
While the magnitude of the influence of each exogenous variable on endogenous variables, the principals’ performance was (1) Management knowledge, directly = 0.422, indirect = 0.172, dan total = 0.72; (2) Interpersonal communication, directly = 0.204, indirect = 0.068, dan total = 0.652; (3) Sense making, directly = 0.208, indirect = 0.086, dan total = 0.609; and (4) Job satisfaction of 0.570. It was concluded the four exogenous variables involved in this study could be used to describe the diversity of the principals’ performance of primary school in Humbang Hasundutan District.