Teacher performance is influenced by leadership, motivation, and other factors that affect the quality of learning, student achievement, and teachers' professional development. This study aims to explain the influence of leadership and motivation on teacher performance and their combined impact at SMP Taruna Harapan Bangsa Cigelam. The research employed a quantitative correlational method, with data collected using a questionnaire based on a Likert scale. Data were processed using validity and reliability tests, classical assumption tests, and both t-test and F-test analyses. The results showed that the principal's leadership style and work motivation significantly influenced teacher performance. The significance values for each variable were below 0.05, with positive Beta values (0.507 and 0.453), indicating a positive relationship. The overall regression model was significant, and the R Square value of 0.660 indicated that the two variables contributed 66% to teacher performance. Conclusion: An effective leadership style and high work motivation significantly improve teacher performance, although the incentive system indicator did not show a significant effect.

This study aims to analyze the application of the Business Model Canvas (BMC) as a strategic planning tool in a non-profit, community-based Early Childhood Education institution, using a case study of ECE Kemah Pujian in East Jakarta. The research contributes to the understanding of how BMC can be adapted within rural education settings characterized by diverse socio-cultural dynamics. Employing a descriptive qualitative approach, data were collected through in-depth interviews with school administrators, parents, and community partners, as well as through field observations and institutional documentation. The findings reveal that ECE Kemah Pujian has successfully developed a business model that emphasizes active community participation, the integration of local values, and flexible financing strategies. The institution’s main value proposition lies in providing early childhood education that is safe, affordable, and contextually relevant to local social needs. Its funding, sourced from voluntary contributions, village funds, and community donations, illustrates a high level of community empowerment. The interconnection of all nine BMC components, such as partnerships with local government and community leaders (key partnerships), and personalized approaches to engaging with parents (customer relationships), plays a crucial role in sustaining the institution. This study confirms that BMC can be effectively applied in non-profit educational settings and may serve as a strategic model for similar institutions in other areas. Furthermore, it demonstrates how local value-based business modeling can enhance the role of education institutions as integral actors in grassroots social development.