Leadership continues to be an energetically debated and contentious concept. In many contexts it elicits heated and robust discussion and illustrates a degree of disenchantment with the enactment of leadership by corporate moguls, politicians and others in positions of leadership responsibility (Wheatley 2005; Sinclair 2007; Preskill and Brookfield 2009). This was clearly illustrated in the 2008 Icelandic economic context where the community was turned upside down due to adventurous Ã¢Â€ÂœentrepreneursÃ¢Â€Â�, who, within a defective surveillance system, caused the collapse of the bank and financial system. In contrast leadership in the field of early childhood education could be expected to reflect aspects connected to the stereotypically feminine leadership style and demonstrate a collaborative or team approach, participation and power sharing (Shakeshaft, 1989, Strachan1993). However, this paper explores two studies of leadership in the field of early childhood education and care (ECEC), one conducted in Iceland and the other in Australia and findings illustrate aspects such as micro-politics and horizontal violence which emerge as powerful influences on leadership aspirations and enactment.
|Number of pages||15|
|Journal||European Early Childhood Education Research Journal|
|Publication status||Published - 2013|
Hard, L., & Jónsdóttir, A. H. (2013). Leadership is not a dirty word: Exploring and embracing leadership in ECEC. European Early Childhood Education Research Journal, 21(3), 311-325. https://doi.org/10.1080/1350293X.2013.814355