Management and Leadership in the Early Years
Throughout this assignment a discussion will take place into the theories of leadership, whilst examining the role of managers within the context of the early years. A series of management competences will be evaluated, whilst investigating the notions of leadership and collaboration.
Some theorists use the terms ‘leadership’ and ‘management’ reciprocally as if they are tantamount with one another, while others use them in a very purposeful sense to express that they are, in effect, rather different (Bush, 2003). Organisational successfulness, it is generally accepted, is dependant on both competent leadership and consistent management (Dimmock and Walker, 2005) According to Grace (1995) they do not follow from one or the other, but merely from the effective amalgamation of the two. Gamage and Pang (2003) claim they are incredibly complementary, although, the sine qua non of management success, has consistently averted professionals from considering that there is certainly a genuine distinction between the two.
The concept of ‘manager’ for example, in recent years became applied to all individuals who had a responsibility for organising activities, planning, with decision making concerning staff and so on (Bush, 2003). According to McCaffery (2004) management is unjustly, and incorrectly, portrayed as a straightforward, pointless and bureaucratic process, leadership by contrast is perpetually viewed as a complex and fine art. Dimmock and Walker (2005) assert that a leader is an individual who rules, directs or motivate others. A significant difference between the two, is that leaders do the right thing and managers do things right (McCaffery, 2004).
All establishments have to be managed (Dunham, 1995). However, the management practices required can differ significantly (Bush, 2003). There are a variety of effective leadership styles, ranging from total autocracy to the complete opposite; democracy (Gamage and Pang, 2003).
An autocratic leader within
Some theorists use the terms ‘leadership’ and ‘management’ reciprocally as if they are tantamount with one another, while others use them in a very purposeful sense to express that they are, in effect, rather different (Bush, 2003). Organisational successfulness, it is generally accepted, is dependant on both competent leadership and consistent management (Dimmock and Walker, 2005) According to Grace (1995) they do not follow from one or the other, but merely from the effective amalgamation of the two. Gamage and Pang (2003) claim they are incredibly complementary, although, the sine qua non of management success, has consistently averted professionals from considering that there is certainly a genuine distinction between the two.
The concept of ‘manager’ for example, in recent years became applied to all individuals who had a responsibility for organising activities, planning, with decision making concerning staff and so on (Bush, 2003). According to McCaffery (2004) management is unjustly, and incorrectly, portrayed as a straightforward, pointless and bureaucratic process, leadership by contrast is perpetually viewed as a complex and fine art. Dimmock and Walker (2005) assert that a leader is an individual who rules, directs or motivate others. A significant difference between the two, is that leaders do the right thing and managers do things right (McCaffery, 2004).
All establishments have to be managed (Dunham, 1995). However, the management practices required can differ significantly (Bush, 2003). There are a variety of effective leadership styles, ranging from total autocracy to the complete opposite; democracy (Gamage and Pang, 2003).
An autocratic leader within