Leaders in early childhood education usually enter the profession with a profound love of children. They have experience and key skills: Patience, organization and flexibility. They embrace inclusivity and they can communicate effectively with children, teachers, parents and the community.
As early childhood education progresses, lawmakers are working to expand programs and improve the quality of schools and daycare centers. It is, in part, up to the leaders already in the field to recognize and work toward needed change and improvement. This involves advancing one’s own knowledge and competencies in areas like emerging early childhood education theory, research, methods, strategies and technologies.
To lead change and navigate the complex, ever-evolving educational and regulatory environment, educators must also enhance their leadership skills and administrative expertise. The online Master of Science in Education (MSE) in Early Childhood Education program from Arkansas State University provides an excellent path for educators to deepen and modernize their knowledge and skill set. The following are several practices that make leaders successful in early childhood education settings.
Mentor Rising Leaders: Empowering Teachers
Effective directors and administrators in the field of early childhood education are always looking for rising leaders. Since teachers in early childhood classrooms work with students and parents, directors regularly observe and evaluate their staff members. Many classroom teachers and assistants have the skills that could, with time and training, qualify them as the next generation of strong leaders.
After administrators identify rising leaders, mentorship becomes important. It is not enough to simply encourage a promising leader to pursue additional education and look for leadership opportunities. A good director will make a point of including these up-and-comers in strategic planning and decision-making situations, empowering employees and giving protégés an opportunity to experience leadership firsthand. Further, wise directors will cultivate opportunities for new leaders within their systems to increase retention and improve succession planning.
Make the Most of Individual Strengths and Leverage Upside Down Leadership
Effective directors and leaders know their strengths. In situations that require a leader’s particular expertise, they take the reins and keep the organization moving forward. A strong leader does not back down from controversy or let bullies run the show.
On the other hand, strong leaders also embrace “upside-down leadership,” often referred to as servant leadership. When early childhood administrators practice upside-down leadership, staff members feel empowered to make suggestions and use their skills. Smart leaders recognize areas for improvement and learn from those who know best, including those they supervise.
For instance, a teacher may restructure a traditional lesson in a way that supports inquiry-based learning and proves more effective in the classroom. A leader who recognizes and celebrates employee strengths and accomplishments could highlight this success and engage the teacher to coach colleagues on implementing similar strategies.
Provide Time and Opportunities to Support Employee Engagement, Staff Morale and Retention
Teaching and childcare can be lonely professions. Although they are around people all day, most teachers and assistants will confess that they would appreciate more time with adults — both colleagues and friends. Leaders in any educational setting who provide time for interactions among staff members and work to create a positive workplace culture almost always see improved employee engagement, morale, loyalty and retention.
Smart leaders also provide time and opportunities for professional development. It may not be possible to provide on-site classes or seminars for every need, but if administrators are generous with time and financial support, teachers and assistants will see that their leaders truly support continuing education.
Balancing Educational Goals, Child Development and Effective Leadership
Recognizing the next generation of leadership in early childhood education, empowering people to do what they do best, and providing social and educational support are all critical to successful leadership. The truly great leaders never lose sight of their purpose. They maintain a passion for education, devotion to early childhood and a commitment to continuous learning.
Whether performing administrative duties in an educational facility setting or overseeing an educational services program for a specific population of young children, leaders know that systems and processes can and should be efficient and precise. However, children and staff must be the main focus, and an excellent leader prioritizes supporting the development of both in every way possible.
Learn more about A-State’s online MSE in Early Childhood Education.