Pathways to work-related wellbeing: early childhood education leaders’ stories

Background: Early childhood education (ECE) plays a vital role in supporting children’s holistic development, well-being, and learning. In recent years, attention has turned to ECE centre leaders, whose role is critical for ensuring the quality of ECE. The well-being of ECE leaders is essential for their own professional sustainability and for the well-being and development of children, yet research on this topic is underdeveloped. Purpose: The aim of this study was to explore future work-related well-being as described by Finnish ECE centre leaders, identifying the factors that contributed to their experiences and examining contrasts between positive and negative scenarios. Envisioning different future scenarios helps us to better understand changes that might lead to well-being outcomes. Method: Data were collected using the Method of Empathy-Based Stories (MEBS) from ECE centre leaders attending an in-service training programme in early 2024. The dataset comprised 97 narratives. Participants were asked to imagine what changes had taken place in ECE and its management that had affected future well-being at work. Narratives were analysed thematically to identify recurring themes and contrasts between positive and negative stories. Findings: Four themes were identified in the stories: Available ECE resource and their allocation; Technology; Multilingualism; and ECE management structures. Additionally, interactions between different levels (society, municipality, organisation, and ECE centre), were interwoven into the themes and identified as a key factor supporting leaders’ work-related well-being. When communication and consultation occurred across levels, leaders felt heard and able to influence decision-making regarding ECE centre operations. Conclusion: This study contributes to research on work-related well-being in the ECE sector, providing insights into the factors and structures that may support the well-being of leaders in the future. Methodologically, it offers new perspectives on exploring leaders’ holistic well-being. Theoretically, it enhances understanding of the dynamic and holistic nature of work-related well-being.