Leadership and Management in the Early Years.
School leadership research shows that effectiveness of leadership can be assessed against!student!learning!outcomes!and!indeed,!high!stakes!testing!of!school!performance! highlights!the!key!role!school!principals!play!in!student!achievement!(Dinhamet!al.
The aim of this resource is to support leaders and those working within leadership teams to reflect on their understanding of pedagogical leadership as well as their role as a pedagogical leader and how this can be developed further or improved through professional reflection and dialogue.
Effectiveness of Leadership and Management is one of the sections an Ofsted inspector will make a judgement against. The grade that is awarded for this section will contribute to the settings overall grade therefore if a setting is hoping to achieve outstanding it is imperative outstanding is awarded in the Effectiveness and Leadership section.
This publication takes as its background the radical reforms to services for children following the passing, in England, of The Children Act of 2004 and subsequent Government white paper, Every Child Matters: Change for Children. It argues that the fundamental requirements for leadership for learning in the early years should be provided by considering social contexts, adopting a commitment to.
Effective leadership and management is based upon early years providers being able to: Demonstrate an ambitious vision, have high expectations for what all children can achieve and ensure high standards of provision and care for children.
Transformational leadership is a popular leadership style, particularly in organisations where culture is considered key to employee satisfaction, productivity and success. It’s similar to servant leadership, another ethical leadership style, but with key differences. We’ll look at transformational leadership, its origins, main features and.
In response to the early criticisms of the trait approach, theorists began to research leadership as a set of behaviors, evaluating the behavior of successful leaders, determining a behavior taxonomy, and identifying broad leadership styles. David McClelland, for example, posited that leadership takes a strong personality with a well-developed positive ego.