Hybridity and Leadership In Norwegian Early Childhood Education and Care Organizations

Abstract

Norwegian early childhood education and care organizations are marked by tensions. These tensions are rooted in the social mandate, in recent changes in the ownership structure and in increased competition. The challenges that these changes pose to ECEC organizations and leadership need further exploration. This two-tiered article first analyzes these changes using the notion of the hybrid organization. Building on existing regulations, policy documents, previous research, and available statistics, the analysis takes a particular interest in organizational goals and missions and argues that organizational hybridity is a central feature of ECEC organizations. The analysis relates hybridity to governing mechanisms. Second, the article discusses the consequences of hybridity for ECEC directors. The inherent tensions generated by potentially conflicting missions are discussed in relation to internal and external leadership. The article aims to contribute a new perspective on organizations and leadership in Norwegian ECEC research.