This resource helps to unpick the principles, processes and practice of effecting change and offers early years professionals a practical guide to the important elements relevant for meeting the political agenda for quality improvement and the professional challenge of effecting responsible change.
Key content includes:the link between competent leadership and successful change
This book is ideal for early years leaders who understand the general principles and practice of leadership, but who are interested in exploring and expanding their understanding and expertise in leading reform and change.
Jillian Rodd is an educational and developmental psychologist and has published widely in the early childhood field throughout the world.
This is a powerful text that utilises the voices of early years leaders to clearly articulate the challenges of leading change and demonstrate how the sector is rising to that challenge. It is, therefore, an excellent and vital resource for all working in the early years sector and comes at absolutely the right time as the pace of change in the sector continues to be fast flowing. This book comprehensively and accessibly draws together theory and practice enabling a thorough exploration of the subtle nuances within current debates as to the interrelationship and interaction of leadership and change. The closing thoughts at the end of each chapter are inspired; not simply a summary of the chapter, but an opportunity to underline the importance of key issues. The constructive and helpful strategies offered throughout the text give considerable support for those charged with leading change in the early years sector and, consequently, should be on the bookshelf of every early years setting.
Dr Caroline Leeson, Associate Professor of Early Childhood Studies, Plymouth University
In a constantly changing world strong leadership and change management skills become of paramount importance and there is an increasing expectation that early years professionals are able to negotiate these domains. This text draws on research evidence and case studies from practice to support those dealing with change on a daily basis. By encouraging early years professionals to draw on their skills of leadership and interpersonal relationships, Jillian provides clear strategies to enact change. This is a 'must have' book for all those working in the Early Years.
Nikki Fairchild, Early Years Initial Teacher Training Programme Coordinator, University of Chichester
At a time when early years practitioners everywhere are feeling pressure to respond to the children's policy agenda, this accessible guide offers support in implementing and sustaining change. Underpinned by theoretical models, Rodd explores the relationship between leadership and quality and identifies the dynamics of change within the processes of leadership. The text is complemented by comments from a wide of practitioners illustrating how professionals in different contexts experience and respond to the complexity of change.
Rory McDowall Clark, Senior Lecturer in Early Childhood, Worcester University
Jillian Rodd gives a contemporary view of leadership and change incorporating the latest research from the early years sector. Practitioner voices are evident throughout the book and bring the text to life, helping to contextualise theory explained in the chapters to real issues practitioners encounter in everyday practice. The book provides insight to the complexities of leadership and change, essential understanding for both early years students and practitioners.
Natalie Canning, Lecturer in Education - Early Years, The Open University
This latest book from Jillian Rodd is timely as early childhood services continue to respond to the demands of policy and funding changes arising from continuing government interest in the early years. Another important application lies in responding to complexity arising from diverse communities and the challenges of improving and developing pedagogy and curriculum to enhance each child's learning and wellbeing. Currently there is little available that specifically addresses change in the early years. 'Leading change in the early years' progressively develops an argument that change is complex and multi-faceted, conceptualising change as encompassing quality improvement as a core function of early years services rather than as a special event to be managed. The role of leadership is presented as embedded within change where multiple leaders have responsibilities to contribute to change through building professional relationships that support collective endeavours within services.
In recognising the complexity of change the work draws on current research offering comprehensive coverage of the issues and significant factors associated with change, including the importance of establishing and nurturing a culture of learning within a service.
This latest work is very accessible and will be invaluable for existing early childhood leaders, aspiring leaders and tertiary students. I have no doubt this book will be valued as a companion to the acclaimed Leadership in Early Childhood now in the 4th edition.
Kaye Colmer, CEO Gowrie SA
Change is the big 'c' word in contemporary educational environments. Information overload, turbulence and complexity characterise our everyday practice and our paths up ahead. The inevitability of change means we must be prepared and can be proactive in responding to external drivers, as well as in initiating reform. Most of all we must be willing to learn and to grow in our thinking. In this book, Jillian Rodd, a pioneer leadership researcher is once again, on the front foot, engaging early childhood readers with inquiry, insights and innovation. Rodd's approach to leading change makes it possible to embrace challenges as opportunities. This book is a 'must read' for intentional leaders seeking practical strategies for the everyday realities of early childhood settings.
Manjula Waniganayake (PhD), Associate Professor at the Institute of Early Childhood , Macquarie University
2. Authentic leadership and change
Quality improvement through competent leadership
The power of leadership presence
Leadership skills for making change happen
Leadership roles for addressing change initiatives
3. Leadership: The fuel driving quality improvement
Differentiating leadership from management
The contribution of leadership to effecting change
The impact of complexity on leading change for improvement
A model for leading complex change
4. Interpersonal relationships: the foundations for effecting change
The role of trust in developing professional relationships
Professional interpersonal relationships in early years settings
Key interpersonal skills for leading change
Issues affecting interpersonal relationships in early years settings
Key skills for interpersonal competence in early years settings
5. Interpersonal communication: the key to effecting change
Communicating and listening: essential skills for effecting change
Emotional intelligence and leading change
Roadblocks to effective communication in early years settings
Communicating the vision for change
6. From reactive opposition to proactive receptivity to change
Moving from shock to adjustment
Reducing stress in times of change
Common reactions to conflict about change
Strategies for channeling opposition into commitment
Encouraging proactive receptivity to change
7. Effecting change through collective endeavor
Benefits of collective commitment through change champions
The power of collaborative teams in the change process
8. Sustaining change through a culture of learning
The role of learning in change
Early years settings as learning organizations
Building a culture of learning and thinking
Learning, leadership and change
Learning and the development of capacity for change leadership
9. Postscript: Aide memoire for leading change in the early years