ABSTRACT
In this way, management is more mechanistic and focused on systems and structures, than leadership which is dynamic (van Maurik, 2004), is concerned with people, visions (Dryden et al., 2005), values (Hodgkinson, 1991), innovations, and involves sharing, motivating and challenging. A good leader needs to be a good manager (Rodd, 1998; Sadek and Sadek, 2004) and an administrator (Smith and Langston, 1999), although the skills of leadership and management are not the same. A good leader will set aside time for management and for leadership, so that there is a time for vision and a time for systems. They will maintain and support the team as a whole, developing and supporting individual members of the team, organise the structures and systems necessary for effective functioning and perform the tasks as part of the team (see Figure 14.1). They should also be active, seen to be part of the team, as well as leading it, and approachable to all involved in the setting (staff, parents, children and outside visitors), operating in a transparent way which takes into account Bronfenbrenner’s ecological systems (1995; see Chapter 7 and Figure 7.2) and the relationships between different partners and systems.
