Titlebook: Leadership in Early Childhood Education; A Cultural-Historica Joce Nuttall,Linda Henderson,Jenny Martin Book 2024 The Editor(s) (if applica

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Project Theory and Methods,y (CHAT). We explain what . of theory CHAT is and describe the concepts we adopted from CHAT to assist in developing our focal theory about the relationship between leadership and change in early childhood services. The bulk of the chapter, however, is taken up with an illustration of how we mobiliz

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Imagining Practice Otherwise: The Role of Epistemic Objects and Collective Creativity in Changing Pct and mobilize . and . in the interests of improved quality. This claim responds to a central finding of our research: that a significant challenge for leaders in early childhood education settings is to learn how to focus the creative efforts of their colleagues on shared problems of practice. In

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The Limits of Policy as a Mediating Cultural Tool in Leadership for Quality Improvement,er we return to questions raised in Chaps. . and . about the place of leadership policy in learning-rich leadership for quality improvement in early childhood services. The role of policy as mediator of leadership practice forms part of the backdrop to our theory of learning-rich leadership because

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Conclusion,n England and Australia, and by examining the practice development of twenty leaders in Australian early childhood services who collaborated with us in an eight-month long intervention into their leadership practices. We began our research with a working definition of learning-rich leadership, sugge

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Joce Nuttall,Linda Henderson,Elizabeth Wood,Jenny Martiner to or even consider using as they seek ways in which to build workforce capacity. It can be dismissed as an anachronism in the light of the emergent discourse about the so-called knowledge economy and knowledge workers, as well as calls for greater occupational boundary crossing and multi-discipl

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Joce Nuttall,Linda Henderson,Elizabeth Wood,Jenny Martinood, 2013). The ability of organisations to be creative and innovate has become a source of competitive advantage and performance. Organisations need not only be able to generate novel ideas (exploration) but be able to convert ideas into improved procedures, practices and products (exploitation). I