Diversity of the assessments of a joint leadership model in early childhood education in Finland

Abstract

This article provides the assessments of a joint leadership model based on research in early childhood education (ECE) leadership in the city of Hämeenlinna, Finland. In this new leadership model, each ECE unit was led by a pair of directors, with one responsible for the financial and human resources aspects and the other responsible for the pedagogy and client processes. The aim of the new leadership model was to strengthen the leadership and pedagogy as the core of leadership. The study explored how the staff members evaluated the quality of leadership within several ECE units. Furthermore, this study examined if there were differences in the assessments of the quality of leadership of the pair of two directors. The quantitative data for the study were collected by an electronic questionnaire completed by ECE directors and staff. Statistically significant differences were found in the assessments of the units led by the same director pair. The parallel line in high and low assessments indicated that satisfaction or dissatisfaction with leadership was a holistic way to see the impact of leadership on the organisational culture of the units. The findings drew attention to the question of how the conditions that were necessary for distributed leadership should be supported.

Sustainable Pedagogical Leadership in Finnish Early Childhood Education (ECE): An Evaluation by ECE Professionals

“…In addition, the leadership discourse is crucial, while the shared understanding is formed from the shared pedagogical vision. A mutual understanding of the development of pedagogical leadership structures is needed (Heikka 2014;Fonsén and Mäntyjärvi 2019). Likewise, Hargreaves and Shirley (2009) state that an inspiring and inclusive vision is one of the six pillars of purpose and partnership in sustainable leadership.…”

Perspectives on Leadership in Early Childhood Education and Care Centers Through Community of Practice

“…Commitment is the key factor that affects the quantity and quality of distribution as it is required from all the parties in the community (Heikka, 2014). Distribution is also a leader’s ability to extend the boundaries between the formal leader and community and it requires flexible, resilient, and coordinated structures that advance professional competence and more refined ways of distribution (Fonsén & Mäntyjärvi, 2019).…”