ORGANIZATIONAL COMMUNICATION IN HIGH POWER-DISTANCE CULTURE: PRINCIPAL QUIET LEADERSHIP IN INDONESIAN PUBLIC SCHOOLS

Abstract

The Free Nutritious Meal (Makan Bergizi Gratis/MBG) program is a government initiative aimed at improving students’ nutritional intake and reducing stunting through the distribution of healthy meals in schools. However, in several cases, school principals tend to remain silent when facing discrepancies in implementation such as poor food quality, inaccurate targeting, or budget irregularities. This study seeks to reveal the forms and meanings of quiet leadership, namely the principal’s silence within the context of MBG implementation. Using a qualitative case study approach, data were collected through in-depth interviews with principals, teachers, and MBG committee members. The findings show that the principal’s silence is an adaptive strategy in response to bureaucratic pressure, cultural norms of politeness, and fear of structural repercussions. This phenomenon highlights the need for communicative leadership and an open organizational culture to ensure accountability and effective evaluation of public policy implementation in schools.