Browsing by Subject "varhaiskasvatuksen johtaminen"

Sort by: Order: Results:

Now showing items 1-3 of 3
  • Halinen, Taina (Helsingin yliopisto, 2017)
    The theoretical context of this qualitative study are the leadership in early childhood education and the organizational change. The leadership and the change of leadership are studied generally and then the distributed leadership and the distributed organization are studied specifically. This study examines how teachers and leaders view the distributed leadership and what kind of skills the leaders and the workers need in the organization of distributed leadership and how they view the organizational change. This is qualitative phenomenology research. The material of the study was collected at half structured interviews which were taken part in six teachers and two leaders from the city of Hamina during November and December 2017. The interviews were recorded and transcribed for analysis. The analysis was done with the methods of content analysis. This study shows that the leadership in early childhood education is in change and the leadership meets new challenges. Distributed leadership challenges both the leaders and the workers. The results of the study show that the interviewed teachers and leaders see distributed leadership as teamwork and interactional work custom. The distributed leadership was difficult to execute, because teachers worked as leaders without the status of the leader. The interviewed viewed that the difficulties of distributed organization are indefinite structures and work tasks of leadership and too large entireties of leadership. The interviewed viewed that the organizational change was unsuccessful. The interviewed teachers and the leader felt that they didn't have an opportunity to influence the change and the given reasons for doing the organizational change were incoherent and the results of the change were not estimated. They would like to increase the number of leaders and clear the determinations of work roles and responsibilities. This study suggests that the city of Hamina should increase the competence of the leaders and the personnel. In practice distributed leadership means investing the knowhow of leadership and working community skills. The human resource management and the motivating of the personnel are the main challenges in the future. Qualitative early childhood education is possible only with the motivated workers.
  • Hellsten, Emmi (Helsingin yliopisto, 2020)
    The aim of this study was to find out views about future of leadership in school and early childhood education (ECE) from persons who work at the moment as leaders in this field. Although school and ECE are different fields, they are very similar to each other when it comes to leadership. Leaders’ work is diverse from pedagogical leadership to personnel and financial leadership including also simple office routines. In this study I wanted to show the similarity of these two fields with regard to leadership because in earlier studies these fields are separated from each other. The topic of this study is relevant because there are already challenges to find competent professionals in the leadership positions in school and ECE fields. Additionally the leadership practices are not up to date in the changing environment. It is necessary to develop the leadership practices and training in the education field so that it can be functional in the future. The material in this study is a part of the material collected in the needs of Edu Leaders -project. The aim of Edu Leaders -project is to produce advanced studies for professionals who work in leadership positions in education. The material used in this study consist of nine group interviews in which attended all together 29 professionals who work in leadership positions in education field. Analysis was performed by using thematic analysis. This is a case study where generalizability is not the aim. This study showed that by the views of these leaders, leaders in education field will need interaction skills and self-management skills in the future. It also showed that divers models of distributed leadership are needed in the future. The results showed that training and education for those who already work as leaders and for those who are going to work as leaders in education field should be developed so that the training is suitable for the changes of the working environment and field. According to this study the future challenges are increasing workload of leaders resulting exhaustion and the challenge of training and finding competent professionals.
  • Patteri, Maria (Helsingin yliopisto, 2020)
    In recent years, the field of early childhood education has undergone exceptional amount of changes compared to the previous decades. Changes in the administration and legislation have had an impact on the curriculum for early childhood education. These changes have created new requirements for leadership and for the early childhood education. The changes, fundamental by nature, require significant adaptation in the organisation culture in which management has crucial role (Rytkönen, 2019). The thesis examines how the early childhood education managers experienced their roles in managing the change. Furthermore, the thesis explores the factors that managers perceived improving or preventing the change in the early childhood education. The theoretical framework was constructed by describing the past changes, leadership, pedagogical leadership, distributed leadership and change management in the early childhood education. The thesis is a qualitative research. The phenomena is examined by using phenomenological approach. Semi-structured focus group interviews from the EduLeaders project were utilised as core research material in the thesis. The Eduleaders project aims at developing leadership training in the faculty of education at the University of Helsinki. The interviews comprised of five focus groups and fifteen interviewees. The material was analysed by theory-based content analysis method. Based on the experience of early childhood leaders, the roles of leaders during the change emphasizes leaders as an inspirer, direction indicator, creator of structures and supporter of change. The way the leaders perceived their roles were largely related to leading people (inspirer, direction indicator and supporter of change). They also emphasized that the frames for change should be structured (creator of structures). According to leaders involvement of staff, positive operating culture, distributed leadership and curriculum of early childhood education promotes the change management. On the other hand, they pointed out that change management is hindered by insufficient personal skills of staff and leaders, as well as human and management resources.