Browsing by Subject "päiväkodin johtaja"
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(2023)Objectives. The aim of this study was to find out how the day-care centre managers define inclusive early childhood education and what kind of thoughts inclusion evokes in them. The study also examines how the day-care centre managers (both managers and deputy managers) guide and support their employees towards an inclusive way of working. The starting point for the study was the interest in how the renewed National core curriculum for early childhood education and care (drawn up by the Finnish National Agency for Education, OPH, 2022) emphasize the implementation of inclusive early childhood education as part of the value base. Methods. The research was carried out as a mixed methods research in which the material was handled both qualitatively and quantitatively. The research material was collected using an electronic questionnaire (N=23). Quantitative research data was analyzed using statistical methods, whereas qualitative research data was analyzed using data-driven content analysis. The survey was carried out using an e-form for managers and deputy managers of Finnish-speaking day-care centres in the city of Helsinki. Results. The results showed that the views described by the managers and deputy managers of day-care centres towards inclusive early childhood education are versatile. The respondents were mainly unanimous about the value of inclusive early childhood education in furthering the development of participation, equality and equitable treatment. However, inclusive early childhood education was seen from various perspectives among the respondents considering the amount of support measures and resources available for the operation. According to the results, managers see themselves playing a key role in the implementation of inclusive early childhood education as a part of the everyday life of the day-care centres. Nevertheless, the means to promote the realization of inclusion were seen very differently depending on the respondent, and there are no official policies set on the matter on behalf of the city.
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(2020)Objectives. In recent years, the legislation and guidance documents on early childhood education (ECE) have undergone substantive changes, which, for the first time in their history, have highlighted the importance of leadership while also imposing new obligations on leadership in ECE. The study examines how leadership in ECE is defined in the speech of ECE centre directors and how pedagogical leadership in ECE is manifested in the speech of the ECE centre directors in the context of focus group discussions. Methods. Part of the material used in the study was from the Discourse of leadership in the diverse field of early childhood education project, an international research project on leadership in ECE led by Elina Fonsén. The qualitative research material consisted of three focus group discussions with ECE centre directors conducted in three Finnish municipalities in winter 2018. A total of 13 ECE centre directors participated in these three focus group discussions. The method used to analyse the material was the phenomenological method, which was also subject to theory-driven content analysis. Results and conclusions. In the study, leadership in ECE was manifested as a kind of distributed leadership, which was expressed through responsibilities linked to the job descriptions of different actors and at different levels, but also by referring to responsibilities independent of job descriptions. Leadership in ECE was described as being in a state of flux due to the reform of guidance documents, legislation and extended supervisory work. In the study, pedagogical leadership in ECE was expressed through five different clusters of meaning: the importance of discussion and interaction, the wellbeing of employees, pedagogical leadership linked to job descriptions, pedagogical development work and recognition of the value of pedagogical leadership through resources. The results show that the municipal context affects both leadership in ECE and pedagogical leadership, as well as their implementation. Leadership in ECE and, in particular, pedagogical leadership, require well-functioning structures and sufficient time for discussion and cooperation between different actors. In addition, various actors are expected to be aware of the objectives of ECE activities and to be willing to work on developing ECE. According to the research findings, however, fulfilling these conditions requires financial and human resources, which were felt to be insufficient.
Now showing items 1-2 of 2