In view of the expanding global interest in leadership learning and development programmes for centre leaders, this study aims to investigate how an early childhood education leadership programme can enhance Norwegian centre leaders’ learning and development as a network professional learning community (PLC) by way of Schön’s reflective model, the hall of mirrors.
In this qualitative case study, we interviewed four centre leaders, the owner of the centres and a facilitator and/or coach from the local work and competence centre for inclusive work who was leading the leadership programme.
The findings demonstrate three aspects of the hall of mirrors that enhanced the centre leaders as a network PLC: engaging in collective inquiry towards shared visions and values, enhancing professionalism through distributed leadership and cultivating a trusting learning climate.
Data were collected in a single smaller municipality in Norway and therefore may not be generalisable to other areas.
The findings can be used to further discuss how early childhood education and care (ECEC) leadership development programmes can be employed to establish and sustain professional leadership teams and professional learning communities.
As there are parallels between the leadership programme and the workplace and the programme promoted a network PLC, this study contributes to existing knowledge by offering a transformative reflective model for leadership learning and change through the reconceptualisation of the hall of mirrors.
