Publication Date
| In 2025 | 0 |
| Since 2024 | 1 |
| Since 2021 (last 5 years) | 2 |
| Since 2016 (last 10 years) | 2 |
| Since 2006 (last 20 years) | 2 |
Descriptor
| Administrators | 3 |
| Foreign Countries | 3 |
| Power Structure | 3 |
| Administrator Attitudes | 1 |
| Adults | 1 |
| Attitudes | 1 |
| Child Care Centers | 1 |
| Consultants | 1 |
| Cooperative Learning | 1 |
| Early Childhood Education | 1 |
| Employees | 1 |
| More ▼ | |
Author
| Batt-Rawden, Victoria H. | 1 |
| Halvari, Hallgeir | 1 |
| Johansen, Are | 1 |
| Karin Hognestad | 1 |
| Marit Bøe | 1 |
| Sorhaug, Tore | 1 |
| Traavik, Laura E. M. | 1 |
Publication Type
| Journal Articles | 3 |
| Reports - Research | 3 |
Education Level
| Early Childhood Education | 1 |
Audience
Location
| Norway | 3 |
Laws, Policies, & Programs
Assessments and Surveys
What Works Clearinghouse Rating
Download full textMarit Bøe; Karin Hognestad – Southeast Asia Early Childhood, 2024
This qualitative explorative case study aims to investigate Norwegian early childhood education and care directors' and deputy directors' enactments of distributed pedagogical leadership to get a deeper understanding of the relational dynamics between them. In order to achieve the aim, an interpretative approach was used to collect data from…
Descriptors: Administrators, Interprofessional Relationship, Instructional Leadership, Power Structure
Direct linkBatt-Rawden, Victoria H.; Traavik, Laura E. M. – Learning Organization, 2022
Purpose: The purpose of this study is to explore what contributes to egalitarian teams and facilitates for team learning in professional service teams. Design/methodology/approach: A qualitative case study, including 41 in-depth interviews (n = 18) of professional service team members and managers in one of Nordics largest professional service…
Descriptors: Teamwork, Generational Differences, Humor, Interpersonal Relationship
Peer reviewedHalvari, Hallgeir; Johansen, Are; Sorhaug, Tore – Scandinavian Journal of Educational Research, 1998
Sources of organizational learning were studied for 131 employees, 109 of whom were managers, who participated in projects with external consultants in a large public-transport company in Norway. A multiple regression analysis explained 69% of organizational learning as a function of attitude toward learning. Differences between managers and other…
Descriptors: Administrators, Attitudes, Employees, Foreign Countries
