Dissertationen zum Thema „Education, Administration|Education, Early Childhood“

The early childhood administrator is tasked with overseeing all operations within the early childhood program. Operational functions include functions traditionally associated with education including the design and implementation of curriculum, creating and maintaining the learning environment, and ensuring the health and safety of children enrolled in the program. The administrator of the early childhood program is also tasked with other functions including human resource functions, budgeting, as well as income and cost management. Additionally, the administrator should be an advocate within public policy concerning early childhood education. Research has acknowledged the functions associated with the early childhood administrator role. In 1992, Paula Jorde-Bloom named the early childhood administrator as the “Gatekeeper of Quality”. Since then, research has supported that establishing and maintaining quality is yet another responsibility of the early childhood administrator. The current study examined the role of the administrator, particularly the preparation that the administrator receives, in an effort to determine the impact that the administrator has on the quality of the program. A sample (n = 224) was pulled from early childhood administrators in Mississippi. The preparation received by these administrators, including formal education and additional training, was measured and regression analysis with Early Childhood Environment Rating Scale Revised (ECERS-R) scores measuring quality of the early childhood program regressed with an aggregated early childhood administration preparation variable to determine if administration preparation could predict overall quality within the early childhood program. As the literature indicated that fiscal management practices also fall under the scope of responsibilities of the administrator, fiscal management preparation was isolated and regression analysis with ECERS-R scores was conducted to determine if fiscal management preparation could predict overall quality within the early childhood program as well. The study found that administration preparation was a significant predictor of quality. However, preparation specific to fiscal management knowledge was not found to be a predictor of overall quality. Practical implications and suggestions for future research are addressed.

The purpose of this case study was to explore the successes and challenges faced by a private, faith-based preschool in Los Angeles County in providing quality care and education to homeless children and their families. The study included interviews with parents, teachers, and administrator/staff to gather their perspectives as well as examined program structure through field observations and analysis of relevant documents. The National Association for the Education of Young Children’s quality standards were used to examine the quality of the program. Findings showed that the relationships among all stakeholders involved in the preschool program were crucial to the success of this preschool. The study’s findings highlighted some challenges in the following areas: support for teachers, sustained teacher training and development, strong administrative program structure, and funding. The findings bear important implications, both at the program and policy-level, for early childhood education programs serving children in exceptional circumstances, and specifically homeless children and their families.

The purpose of this qualitative narrative inquiry was to explore the perceptions and lived experiences of Illinois Parents as Teachers (PAT) program leaders managing a multigenerational workforce. Supervisors state that leading a multigenerational staff possesses challenges that affect overall productivity (Bell, 2008). PAT stakeholders including leaders, facilitators, parents, and children risk failing to provide or receive optimal services because of weak supervisory practices. Obtaining the perceptions and lived experiences, as narrated by PAT leaders about the work practices, behaviors, ethics, and leadership styles of employees from various generations will add insight to this plight. The study involved 10 Illinois Parents as Teachers program leaders purposely selected based on the number of employees and generational cohorts represented in the program. The participants were interviewed using a semi-structured, open ended interview format; data was collected and analyzed. Five themes were extracted from the data using manual analysis and NVivo 9.0© to aid in the coding process. The themes were important to understanding the participant’s perceptions of managing a multigenerational staff. This study provided insight into how PAT leaders view employees from various generations in terms of work practices, behaviors, ethics, and leadership. The narratives provided rich accounts of leader’s experiences, which in turn will be a helpful professional development and technical assistance tool in training leaders to use the most effective techniques with a multigenerational staff. Suggestions for educational practice and further research are included in the recommendations.

The purpose of this multiple case study is to document how directors at private preschools have already, or are preparing for, leadership transitions. The study documents two private preschools; one preschool recently completed a leadership transition and the other is preparing for a transition that is scheduled to take place in the next five years. Data were collected through semi-structured interviews with directors, teachers, and families in both centers and analysis of archival records. Data were analyzed deductively drawing on key concepts from literature discussing leadership styles, factors impacting leadership transitions in organizations, and Heifetz's theory of adaptive leadership. Findings suggest that private preschools benefit from long-term succession planning for future leadership transitions, that includes staff participation and parent feedback. This study documents examples of intentionally planned transparent and collaborative administrative and leadership change in early childhood environments.

The purpose of this study was to examine the manner that directors and teachers define ideal leadership practices of Head Start programs. Specifically, this study focused on understanding leadership practices through the lens of transformational leadership. This study was guided by the following three research questions: (a) What are the perceptions of Head Start directors on ideal practices of leadership (b) What are the perceptions of Head Start teachers on ideal practices of leadership and (c) How do the perceptions of directors compare and contrast to the perceptions of teachers.

The research methodology was a qualitative approach to understanding the perceptions of the participants through their experiences and perspectives of working in the Head Start setting. Data were collected by means of interviews and completion of a demographic questionnaire and an adapted version of the Leadership Practices Inventory (LPI). The use of interviews allowed participants to reflect on their experiences and share their perspectives regarding what they consider ideal leadership practices in Head Start. Data were collected from 15 participants who currently work in various Head Start programs throughout Southern California.

The findings revealed ideal leadership practices in alignment with the practices of transformational leadership. Directors described ideal leadership practices to include a clear vision, collaboration, Head Start-specific knowledge, and staff motivation. Teachers described ideal leadership practices to include visibility ofthe director at the classroom level, leading by example, encouragement, transparency, and professional development opportunities. The results of this study are critically important with the shifts in policy to increase quality of and expand access to early childhood education programs for all children. The shift in policy has resulted in greater accountability being placed on Head Start programs to deliver quality services in order to avoid losing funding. Ideal leadership practices are vital to meeting the needs of the changing expectations of Head Start programs.

Purpose: The purpose of this Delphi study was to identify the competencies that early care and education systems leaders should possess as perceived by a panel of early childhood systems leadership experts. This study also identified which leadership competencies experts perceive will have the most impact on transformation of the field into an organized system of practice.

Methodology: This study used a mixed-methods Delphi approach consisting of three electronic surveys to identify competencies needed by early care and education systems leaders as perceived by a panel of national experts. Round 1 consisted of open-ended questions. Round 2 asked the panelists to rate each competency’s importance using a 6-point Likert scale. In Round 3 panelists were requested to choose which competencies were most important for systems leaders to impact the transformation of the field into an organized system of practice.

Major Findings: A quantitative analysis of Round 2 found that the expert panelists agreed on 65 competencies as important or very important for systems leaders to acquire. Some of the most highly rated competencies identified were developing relationships and partnerships, valuing diversity, collaborative leadership skills, and commitment to equity. In Round 3, 14 competencies were selected as necessary for systems leaders to impact transformation of the field, including systems thinking, big picture perspective, commitment to equity, and knowledge of policy and legislation. Through a qualitative literature analysis, the themes systems thinking, and collaborative and inclusive leadership were found to be most aligned with the research literature. A surprising finding was that the expert panelists did not rate knowledge of child development as important for systems leaders, which contrasted with the research literature.

Recommendations for Future Research: Include (a) replication of this study with representation from additional systems leaders throughout the country; (b) perceptions of stakeholders throughout the ECE workforce regarding leadership competencies, including diverse and marginalized populations and those in a variety of leadership roles; (c) tasks and objectives of systems leaders and a clear definition of their roles; and (d) impact of the absence or presence of knowledge of child development on the decisions of ECE systems leaders.