This chapter investigates the five-decade evolution of teacher in-service training in Indonesia. Based on literature review of key academic and policy-related sources, this chapter attempts to trace the historical development of the professional development initiatives. The analysis highlights two distinct periods, namely, the centralized New Order (1970s–1990s) and the decentralized Reform Era (2000s–present). Teacher in-service training during the New Order era was characterized by large-scale state initiatives such as PKG and SPKG assisted with international support. In contrast, the decentralized reform era was marked by numerous efforts such as CLCC project, MGMP groups, and the Guru Penggerak program. Although the programs in the New Order era had broad reach, they struggled with coordination and limited local engagement. Whereas in the Reform Era, decentralization was brought, shifting authority to local governments and resulting in varied, often fragmented training efforts. The introduction of teacher certification program in 2007 not only marked a significant policy shift but also revealed challenges and gaps in program quality and inclusivity. It has been very common across all eras with cascade training models and a consistent emphasis on student-centered learning. This chapter reveals that the impact of the training programs remains hindered due to persistent challenges such as Indonesia’s vast geography, bureaucratic inefficiencies, and inconsistent implementation of the in-service teacher training programs. Finally, this chapter argues that while in-service training remains vital, deeper systematic changes in terms of how teachers are prepared, supported, and evaluated are needed to truly uplift the quality of teachers.

This chapter outlines a case study of the philosophical and pragmatic leadership of the new Indonesian International Islamic University (UIII), interpreted through the lens of a Western management theory. It argues that Islam, especially since 9/11, has become overidentified in the West as a menacing, politicized force which has diminished a view of the deep spiritual principles contained in the religion. Indonesia, as the world’s largest Muslim nation, presents a counternarrative to this Western stereotype, exemplified by the mission of UIII and embodied in the leadership of its founding Rectors. The chapter further argues the correspondence between the first principles of the leadership of UIII and the systems thinking method articulated by Peter Senge in his seminal text The Fifth Discipline: the Art and Practice of the Learning Organization. It does so in order to demonstrate the commonalities between Senge’s Western vision of a learning organization and that of UIII, and so further erode the sense of menacing otherness contained in the widespread stereotype of Islam.

Leadership is pivotal in the success of a school, particularly when it undergoes a transformation from a low-performing school to an effective one, referred to as a turnaround school. However, little is understood about the notion of turnaround school, especially in developing countries like Indonesia. This research aims to reveal the leadership strategies implemented in Indonesian primary schools that have successfully executed a turnaround from unfavourable conditions. Employing a qualitative interpretive approach to deeply explore the intricate dynamics of educational leadership in Indonesian schools, we conducted in-depth interviews with three principals recognised for bringing about significant change in their institutions as well as ten teachers who worked in those schools.