Ledelsesroller og lederidentitet i dagtilbud under forandring: Identitetsdannelse og identitetsledelse i daginstitutioner på 0 til 6 års området.

The purpose of this study is to examine the relation between identity, strategic orientation and institutional change in the organisation and management of daycare centres for children aged 0 to 6 years in Denmark. The study examines in particular how managers of daycare centres perceive their managerial role and identity in light of ongoing changes in structural, personal and institutional conditions in the daycare area, and how their managerial identity relates to changes in the organisational identity in the daycare organisation. In addition, the study examines how a municipal management policy can be organised to place greater emphasis on promoting the development of a 'management professional' rather than 'professional management' attitude in the managers' perceptions of their managerial function.

The study shows that the structural changes in the daycare area could be described as a shift from a traditional institutional structure to a more differentiated management structure. The study confirms that managers of daycare centres identified with child carers in their management approach, their management identity and in the execution of their roles as managers. Furthermore, the study shows that managers regard their position as a stepping stone in their careers and feel that they have an influence on the overall objectives of the daycare centre. The data material in this study shows that managers who often participate in networking collaborations also identify themselves with a professional management profile to a greater degree than managers who do not, or do not very often, participate in networking events. Managers who often participate in networking events regard management as a profession. The study establishes that there is a strong correlation between managers' strategic management intentions and their strategic management behaviour. Finally, the study shows that there is a direct link between managers' perceived influence and the scope of their strategic management behaviour. This means that managers who feel influential, actually use this influence strategically.

The data material consists of questionnaire surveys, case studies and workshops. A total of 335 managers completed the questionnaires. Seven municipalities were selected as cases and a total of 120 participants from 30 different municipalities participated in workshops. Participants were municipal managers, development consultants, daycare managers, pedagogical staff and parents.

Møller, J. K. (2010). Ledelsesroller og lederidentitet i dagtilbud under forandring: Identitetsdannelse og identitetsledelse i daginstitutioner på 0 til 6 års området. Roskilde: Roskilde Universitet, Institut for Kommunikation, Virksomhed og Informationsteknologier (CBIT).