Summary
Contents
Subject index
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‘…a major contribution to the limited literature and research on leadership in childhood education.’ – Professor Tony Bush, Editor of Educational Management, Administration and Leadership.
‘This important book focuses clearly on evidence, describing the realities of leading and managing settings in times of rapid policy changes. Carol Aubrey manages to combine theory, research and practice in a book that will be invaluable to a new generation of early years professionals.’ – Angela Anning, Emeritus Professor of Early Childhood Education, University of Leeds, UK
‘..skilfully draws on sound empirical research to present a grounded theory model for leadership in early years education. …of interest to researchers, students and practitioners internationally.’ – Professor Nithi Muthukrishna, University of KwaZulu-Natal, South Africa
This Second Edition of Leading and Managing in the Early Years explores and integrates leadership and management practice with a real understanding of early years settings.
Revised and updated, this new edition includes: - Two new chapters on private day care and reflective practice and action research; - Further coverage of reflective practice and reflective leadership skills; - More on EYPS as well as integrated centre leadership; - Practical suggestions for working with resistant groups and individuals.
Carol Aubrey investigates different concepts and characteristics of Early Childhood (EC) leadership as well as the roles and responsibilities of EC leaders. She also explores the types of leadership programmes or development which are needed to maximise the effectiveness of EC leaders.
This book is essential reading for students in Early Childhood courses, Early Years Practitioners and local authority employees involved with the integrated centres initiative.
Carol Aubrey is Professor of Early Childhood Studies at the University of Warwick.
Reflections
Reflections
This final chapter revisits the initial objectives for our investigation of leadership. It reflects on what leadership means to the practitioners themselves; the nature of the roles; responsibilities and characteristics; the core components of effective leadership; the experience of leadership practices, how they were judged, understood and enacted; and the types of training required. Emerging models of leadership that distribute leadership across the organization are examined and the implications explored.
11.1 Revisiting Our Initial Objectives
In the closing stages of the book, we return to review the objectives that we set for ourselves and reflect on what we have learned about early childhood leadership, creating a culture of organizational learning and sharing knowledge in collaborative ways.
What Leadership Meant to Key Participants
First, we aimed to identify, describe ...
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