Leadership and Management in the Early Years Cover

Leadership and Management in the Early Years

A practical guide to building confident leadership skills

This book takes a common sense approach to leadership that educators can apply to your everyday practice. It supports them in setting realistic but challenging goals and solving problems creatively and includes chapters on the reflective leader, the importance of vision, building a team, supervision, and change and action planning.

Ages: 0-5 | Pages: 80 | Code: TS0137 | ISBN: 9781921613777

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Jane Cook

Janet Cooper is a qualified and registered speech and language therapist. During the past 21 years, she has worked at improving young children’s communication, speech and language in a variety of settings. In 2004 she set up Stoke Speaks Out, a multi-agency programme aimed at tackling the high incidence of speech and language difficulties identified in Stoke-on-Trent in the United Kingdom. Through the programme she has contributed to a marked improvement in children’s outcomes in the city. Janet also works as an early language consultant and has written articles for early years publications and regularly presents at conferences.

Liz Rouse

Liz Rouse is a lecturer in early childhood education at Deakin University.

Contents

Effective leadership makes a difference4
Why leadership matters in the early years4
Lasting impact5
Introducing the early years leader6
Effective leadership practice6
The educational leader in early childhood education and care settings7
Communication8
Leadership styles8
Influences8
Characteristics, skills and roles9
The leader as a reflective practitioner13
What is reflective practice?13
The reflective journal14
The balance wheel16
The Johari window17
Developing a feedback culture20
Where are we going? The importance of vision23
What is a vision and why does it matter?23
What is your vision?23
Letter from the future23
Paperwork26
Displaying the vision27
Recruiting for the vision27
Leading and living the vision29
The importance of next steps30
Putting a man on the moon30
Building a team33
Induction of new staff33
Providing ongoing support34
Motivation36
Delegation of responsibilities38
Belbin’s theory40
The leader as mentor42
Mentoring and the role of mentor meetings42
Mentoring and leading for continuous improvement42
Supervision and line management43
Characteristics of effective mentoring44
Support and challenge49
Building leadership through communities of practice51
A community of leaders51
What is a community of practice?51
Establishing a community of practice53
Coaching skills for leadership55
Giving advice and making suggestions56
Listening57
Questioning58
Feedback61
Change and action planning63
Motivators64
Using William Bridges’ theory to help manage change65
Three lessons from the world of psychology67
Action planning70
Prioritising71
From prioritising to action72
Goal setting73
What happens next?77
Notes78
Books and websites79