| 英文摘要 |
This study aims to explore the driving factors and practical manifestations of innovative management in community public nursery homes. Using○○Community Public Nursery Home (hereafter referred to as Nursery A) as a case, this qualitative study employed in-depth interviews, participant observation, and document analysis to collect data. The findings indicate that the innovative management practices of Nursery A were primarily driven by the director’s professional judgment, democratic leadership style, and capacity for policy interpretation. Through leadership by example, the director facilitated continuous reflection and adjustment in both caregiving practices and curriculum arrangements among the staff. In terms of concrete practices, the nursery adopted a mixed-age care approach and developed innovative strategies such as spatial revitalization, the creation of self-made teaching materials, diverse festive activities, and the integration of community resources. These practices collectively shaped a small-scale, highly interactive, and community-connected model of early childhood care. The study also reveals that current institutional frameworks for in-service training and evaluation have yet to adequately reflect the organizational characteristics of nursery homes, thereby imposing certain constraints on the promotion of innovative management. The significance of this study lies in illustrating the substantive dimensions of innovative management in community public nursery homes and highlighting the critical role of leadership in emerging public childcare models, offering insights for future institutional development and policy refinement. |