Framework for Developing Leadership Skills in Child Care Centres in Queensland, Australia

Abstract

There has been minimal Australian research focused on leadership and management aspects of directors' work in centre-based child care to date. In Australia, practices in early education have been drawn largely from studies in other cultural contexts, particularly research undertaken in the United States. It is timely that Australian research informs social policy about quality child care programs. The data in this article is part of a larger doctoral study where case studies of directors of child care centres were developed through interviews with the directors. The interview methodology focused on exploratory semi-structured, open-ended questions in relation to management and leadership in centre-based child care. Directors were interviewed on two occasions within a three-month period. This article concentrates on the second interview which explored directors' perspectives on leadership. In the current context of the delivery of child care services in a market-driven climate, the language of business and organisational theory has entered the lexicon of the early childhood field. The findings indicate that directors of child care centres need to have training and experience in business management and leadership to enhance their competencies for management of centres in today's competitive environment.