The aim of this research is to analyze and describe the role of female leadership in the development of Islamic education management. The research methodology is qualitative with a library study approach. Data collection was carried out by searching for and gathering articles from field research or literature that have been published in journals using Google Scholar. Data processing involved condensing the article results according to the topic, which was then presented in the form of narrative and tables, followed by drawing conclusions to obtain the latest insights from the articles. The results of the research show that female leadership in Islamic education has a significant impact on improving the quality of madrasahs. Female school principals apply discipline, professionalism, and good communication to improve teacher performance and the quality of education, despite challenges such as limited budgets. Leadership based on collaboration and empathy has proven effective in enhancing student achievement and human resource quality. Democratic, charismatic, and servant leadership styles contribute to the development of the organization and school culture. Despite facing gender stereotypes, female leadership is recognized as competent and nurturing, helping to change negative perceptions and strengthen the empowerment of women in the Islamic perspective.

Effective leadership from a school principal is the key to improving the quality and performance of teachers as learning agents in madrasas. This study aims to find out and analyze in depth the leadership behavior of school principals in improving teacher performance at public elementary schools (MIN) 15 Bintaro. This study uses a descriptive qualitative research method. The research subject is the head of the school. Sources of data obtained through observation, interviews and taken from various literature relevant to the research material. The results of the study show that: (1) The principal's leadership behavior in improving teacher performance at MIN 15 Binatro, namely: the principal has influenced and mobilized subordinates, the principal determines the tasks of the teachers and provides training so that teacher performance increases, the principal is able to communicate effectively with teachers, principals involve all interested parties in making decisions; (2) Policies that can be implemented by school principals to improve teacher performance, namely: establishing cooperative relationships with teachers, measuring teacher performance by looking at the abilities of their students, and paying attention to the methods teachers use to teach; (3) In improving teacher performance the principal of the MIN 15 Bintaro school seeks to improve the discipline and responsibility of teachers.