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Creative leadership is about being creative leaders on a personal level and providing the conditions and opportunities for others to be creative. Stoll and Temperly, 2009) 

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Creative leadership is about being creative leaders on a personal level and providing the conditions and opportunities for others to be creative. Stoll and Temperly, 2009) 

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The person who is responsible for inspiring a team to be the best they can be and creating/sharing a vision. (Kimberly, 2015) 

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The person who is responsible for inspiring a team to be the best they can be and creating/sharing a vision. (Kimberly, 2015) 

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Making a difference in the early years: What does it take to be a good leader?

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Making a difference in the early years: What does it take to be a good leader?

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1.Identifying and articulating a collective vision

2. Ensuring shared understanding, meanings and goals

3. Effective communication

4. Encouraging reflection

5. Monitoring and assessing practice

6. Commitment to ongoing, professional development

7. Distributed leadership

8. Building a learning community and team culture

9. Encouraging and facilitating parent and community partnerships

10. Leading and managing: striking the balance

https://www.daynurseries.co.uk/news/article.cfm/id/1583253/Making-a-difference-in-the-early-years-what-does-it-take-to-be-a-good-leader

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Leadership has been seen as providing direction and exercising influence. Certainly being able to inspire others, having a clear vision, thinking creatively, having a problem-solving approach to difficulties and a commitment to partnership working as well as developed interpersonal skills are qualities of leaders. More specifically in the Early Years Foundation stage it is about  leading others, leading learning and leading innovation in ways that are both practical yet creative.

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Leadership has been seen as providing direction and exercising influence. Certainly being able to inspire others, having a clear vision, thinking creatively, having a problem-solving approach to difficulties and a commitment to partnership working as well as developed interpersonal skills are qualities of leaders. More specifically in the Early Years Foundation stage it is about  leading others, leading learning and leading innovation in ways that are both practical yet creative.

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http://www.earlyyearsmatters.co.uk/our-services/school-and-nursery-improvement-partner/leading-learning/

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LeadershipLeadership has been seen as providing direction and exercising influence. Certainly being able to inspire others, having a clear vision, thinking creatively, having a problem-solving approach to difficulties and a commitment to partnership working as well as developed interpersonal skills are qualities of leaders. More specifically in the Early Years Foundation stage it is about  leading others, leading learning and leading innovation in ways that are both practical yet creative.Leading OthersWhen we lead others we give them a sense of direction, yet at the same time we give them ownership and autonomy which allows them to grow and develop. For an organisation to flourish, regardless of whether you have three or thirty employees, requires that the potential of each person is unlocked. Success then is about being demanding yet having clear objectives but also about being creative; having confidence but also being self-critical; supporting to others yet stretching. Leading a team of others also involves creating a “can do” culture, taking calculated risks and demonstrating that learning from mistakes is acceptable, rewards success and develops personal accountability that is supported by collective responsibility.Leading LearningLeadership is distinct from management in as much as it is an art more than it is a science and it is focused on philosophy, vision and policy rather than on the practical day to day running of an organisation. In early childhood settings management is a necessary component of the leader’s role but it should not be the full extent of what the leader does. Leaders have to inspire others so as to influence them and they need to share their philosophy and beliefs so that the staff have a deep understanding of the values to which the organisation is committed. Amongst the many tasks leaders in schools and settings catering for young children need to consider is how leadership of learning is managed since it is no longer sufficient to leave this to chance because research has made it very clear that young children’s life chances are influenced the most during their earliest years.Leading InnovationBeing creative is about seeing and doing things differently, using your imagination and ‘thinking outside the box’.  Creative leadership is about being creative leaders on a personal level and providing the conditions and opportunities for others to be creative (Stoll &Temperley, 2009). Ken Robinson in All Our Futures: Creativity, Culture & Education shared four characteristics of the creative processes:They all involve thinking or behaving imaginativelyOverall, this imaginative activity is  purposefulThese processes must generate something originalThe outcomes must be of value in relation to the objective

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LeadershipLeadership has been seen as providing direction and exercising influence. Certainly being able to inspire others, having a clear vision, thinking creatively, having a problem-solving approach to difficulties and a commitment to partnership working as well as developed interpersonal skills are qualities of leaders. More specifically in the Early Years Foundation stage it is about  leading others, leading learning and leading innovation in ways that are both practical yet creative.Leading OthersWhen we lead others we give them a sense of direction, yet at the same time we give them ownership and autonomy which allows them to grow and develop. For an organisation to flourish, regardless of whether you have three or thirty employees, requires that the potential of each person is unlocked. Success then is about being demanding yet having clear objectives but also about being creative; having confidence but also being self-critical; supporting to others yet stretching. Leading a team of others also involves creating a “can do” culture, taking calculated risks and demonstrating that learning from mistakes is acceptable, rewards success and develops personal accountability that is supported by collective responsibility.Leading LearningLeadership is distinct from management in as much as it is an art more than it is a science and it is focused on philosophy, vision and policy rather than on the practical day to day running of an organisation. In early childhood settings management is a necessary component of the leader’s role but it should not be the full extent of what the leader does. Leaders have to inspire others so as to influence them and they need to share their philosophy and beliefs so that the staff have a deep understanding of the values to which the organisation is committed. Amongst the many tasks leaders in schools and settings catering for young children need to consider is how leadership of learning is managed since it is no longer sufficient to leave this to chance because research has made it very clear that young children’s life chances are influenced the most during their earliest years.Leading InnovationBeing creative is about seeing and doing things differently, using your imagination and ‘thinking outside the box’.  Creative leadership is about being creative leaders on a personal level and providing the conditions and opportunities for others to be creative (Stoll &Temperley, 2009). Ken Robinson in All Our Futures: Creativity, Culture & Education shared four characteristics of the creative processes:They all involve thinking or behaving imaginativelyOverall, this imaginative activity is  purposefulThese processes must generate something originalThe outcomes must be of value in relation to the objective

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The leaders role would normally involve:

Inspiring a team to be the best they can be and creating/sharing a vision

To influence best practice through sharing skilled and sound knowledge

To bridge the gap between management and practitioner

Discover the strengths and weaknesses of practitioners and use this

Lead the room to be as functional and effective as possible

To share and gather ideas around all aspects of the setting and EYFS and to create an ultimate decision

Be an example and show practitioners the way forward

Motivate the team

Not being afraid to take a step back and listen to others and act upon this. Creating leaders is just as important as being a leader.

www.earlyyearscareers.com/eyc/latest-news/being-an-effective-early-years-leader/

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What is being a leader?

Within an early years setting the management structure often starts with a manager, then deputy manager, then senior leader, practitioners, apprentices and students. This varies slightly from setting to setting but that involves the main elements. Each person has a key role to play and the leaders role is particularly important. A leader is different to manager and will have different roles and responsibilities. Management is more based around office duties, creating policies and procedures and ensuring the best practice possible is happening. The leaders role would normally involve:

Inspiring a team to be the best they can be and creating/sharing a vision

To influence best practice through sharing skilled and sound knowledge

To bridge the gap between management and practitioner

Discover the strengths and weaknesses of practitioners and use this

Lead the room to be as functional and effective as possible

To share and gather ideas around all aspects of the setting and EYFS and to create an ultimate decision

Be an example and show practitioners the way forward

Motivate the team

Not being afraid to take a step back and listen to others and act upon this. Creating leaders is just as important as being a leader.

How to be an effective leader

Understanding the role of a leader is the first key step to becoming a truly effective leader. Once you have established the role of the leader it is then important to become the leader in an effective way. Leadership in the early years is very varied with each individual taking on their own approach. The important part to remember is the best outcomes for the child need to be achieved and this will only happen through effective leadership. Ofsted will be rating leadership and management skills when they inspect a setting so ensuring leadership is at its best is crucial.

Some top tips to being an effective leader are:

The ability to inspire - As a leader you need to be able to inspire your team. Get to know your team well to find out what inspires them and how to create inspiration.

Communication - The ability to effectively communicate with those around you. Communication involves listening and acting upon this also

Lead by example - Share your vision and act upon it, practitioners will then follow and you will gain their trust and respect

Delegation - Just because you are a leader does not mean you have to do everything. Trust that your team are more then capable of completing out certain tasks. This will create confidence and two way respect.

Be knowledgeable - Empower yourself with knowledge any way you can, read the company policies and procedures, complete extra research and additional courses where possible. Your team will turn to you in times of difficulty and you need to have the knowledge to make the rights decisions and share best practice.

Be confident - Be confident in your vision and decisions. Do not become arrogant as this will not inspire or motivate your team but feel assured that you are doing the best possible job you can.

Recommended Book: How to Be a Great Leader in Early Years

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Being an effective early years leader - Early Years Careers

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Within an early years setting the management structure often starts with a manager, then deputy manager, then senior leader, practitioners, apprentices and students. This varies slightly from setting to setting but that involves the main elements. Each person has a key role to play and the leaders role is particularly important.

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It highlights the importance of self-evaluation and the importance of individual staff reflecting on their own practice

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It highlights the importance of self-evaluation and the importance of individual staff reflecting on their own practice

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https://www.nurseryworld.co.uk/nursery-world/news/1107154/ofsted-strong-leadership-key-ready-school

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Ofsted’s report, Getting it right first time – Achieving and maintaining high-quality early years provision, highlights the importance of ‘strong and effective leadership’ in making settings good or outstanding

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Ofsted’s report, Getting it right first time – Achieving and maintaining high-quality early years provision, highlights the importance of ‘strong and effective leadership’ in making settings good or outstanding

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https://www.nurseryworld.co.uk/nursery-world/news/1107154/ofsted-strong-leadership-key-ready-school

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The ability to inspire – As a leader you need to be able to inspire your team. Get to know your team well to find out what inspires them and how to create inspiration.

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The ability to inspire – As a leader you need to be able to inspire your team. Get to know your team well to find out what inspires them and how to create inspiration.

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http://www.earlyyearscareers.com/eyc/latest-news/being-an-effective-early-years-leader/

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The Nutbrown Review acknowledges a need to develop greater leadership capacity in England, suggesting that ‘all early years practitioners should aspire to be leaders, of practice if not of settings, and all should be capable of demonstrating some pedagogical leadership regardless of qualification level 

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The Nutbrown Review acknowledges a need to develop greater leadership capacity in England, suggesting that ‘all early years practitioners should aspire to be leaders, of practice if not of settings, and all should be capable of demonstrating some pedagogical leadership regardless of qualification level 

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https://www.tandfonline.com/doi/full/10.1080/09575146.2013.781135?instName=Coventry+University

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leadership is second only to teaching as an influence on learning, and that the quality and practice of leadership is linked in a consistent and demonstrable way to improved student outcomes and educational equity (Leithwood et al., 2006, p. 4; Mitgang, 2012, p. 3).

http://www.earlychildhoodaustralia.org.au/our-publications/every-child-magazine/every-child-index/every-child-vol-18-4-2012/leadership-look-like-early-childhood-settings/

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Effective leaders build teams of well-qualified and skilled practitioners who see themselves as educators. They put regular, rigorous performance management in place, and they hold staff to account for the quality of their teaching and children‟s progress. They ensure that their staff receive the right professional development and training at the right time and that they seek out, and share, good practice locally, nationally and, occasionally, internationally. (Ofsted,2013).

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Effective leaders build teams of well-qualified and skilled practitioners who see themselves as educators. They put regular, rigorous performance management in place, and they hold staff to account for the quality of their teaching and children‟s progress. They ensure that their staff receive the right professional development and training at the right time and that they seek out, and share, good practice locally, nationally and, occasionally, internationally. (Ofsted,2013).

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https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/418840/Getting_it_right_first_time.pdf