Among 10,000 Japanese kindergartens, nearly 70% are operated privately. Since many private kindergartens are multigenerational, family-run businesses, management is the primary role of the director. Therefore, the head teacher is likely to be responsible for improving the quality of all practices at each institution. The purpose of this study was to examine how head teachers at Japanese private kindergartens interpret their roles as leaders. We interviewed eight head teachers from eight private kindergartens. The interview data were analyzed through M-GTA (Kinoshita, 2003). Leadership roles were divided into 25 concepts, nine categories and three core categories. The head teachers regarded the following as leaders’ roles: connecting directors and staff members (e.g., transferring information between them), and bringing staff members together by coordinating curricula, giving advice, and providing care and support. At the same time, they experienced the dilemma of feeling of being caught between the two roles.
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