There are differences between
directors who see themselves as leaders and directors who see themselves as
managers. The directors who see themselves as leaders are very supportive
as well as open to feedback on how they can improve as a leader. At the same
time they value the opinions and perspectives of the staff. In contrast, the
director who see themselves as managers have focus more on standards,
regulations as well as heavy paperwork and documentation. As I learn about the
importance of Managing and Overseeing from the reading I acknowledge that
maintaing a balance between the two role is rather difficult. However, after a
careful rethink of what will be the most effetive quality to run a program I
have no doubt that without good management skills a director can appear to be
incompetent and unable to run an early childhood center. So, as a director, how
can you manage but also make your staff feel involved in the management process?
I have to say that it is really important for directors to have a balanced role
of both because both a leader and a manager come with very important attributes
that, when balanced, will project one as a competent leader who know what he or
she is doing. Respect will follow and order will be maintained. It is highly
desirable if a director knows how to implement either roles when a situation
calls for it.
Balance seems to be the key to everything :) How important it is to find a good balance of leader/manager and also a balance of each side of the triangle that we have been learning about in our readings! The word balance means "an even distribution of weight enabling someone or something to remain upright and steady." Having a good balance between manager and leader (and the three sides of the triangle) will not only benefit our staff but also ourselves!! Maintaing balance allows us to stay upright and steady in the role of director!! Balance of anything though tends to be quite tricky! Balancing on a balance beam, or on a bike when we are first learning, are things that require practice!! EVen walking when we first begin to learn requires balance and that requires practice! It is not something that comes naturally at first but once we get the hang of it, its not so hard! We have to make a point each day of practicing doing something the way a manager might do it and then also practice doing something the way a leader might do it! You could set goals to become better at each one and at each side of the triangle. Keep a journal for three months and do something from each side of the triangle at least once a day. Pretty soon you will not have to try so hard anymore and you will naturally take a moment to step back from each situation and determine which side of the triangle should be used for this particular situation and how it would affect those involved! Practice Practice!!! until it feels natural! :)
ReplyDeleteHi Yhardsom,
ReplyDeleteBoth you and Amber are thinking along the same lines -- sharing power! How can teachers and directors engage in a discussion of power together? Is it even possible if the director holds all the power in regard to policy, practices, and traditional expectations of a director? How can this be disrupted? Does the disruption depend on the director or is this something that needs to happen through a collaborative effort?
Consider this -- how might a brand-new site be created where director and teachers share power? What actions would the director and teachers engage in to enact a culture of sharing power? How might the context and community where the early childhood site is located contribute to sharing power? Are there ways or places where sharing power is not ideal? Why?
Jeanne
Hi Yhardsom,
ReplyDeleteBeing a leader or a manager is hard. I agree with you that there has to be a balance. I have said this in many of my blogs. A director must find a balance among the triangle to be successful in meeting their vision. Jeanne asked a good question about sharing power. Hopefully this is where the ECE divisions are headed. The director holds all the power but to be a successful site the staff have to be recognized in having power at their site. I don't have the answer on how that would be possible but maybe others do.
Hi Som,
ReplyDeleteAre leaders born or are they made? Likewise, are management skills innate or can they be learned? You discuss a balance that must be achieved between a leadership role and a managerial role? What type of support can directors looking to improve their skill set turn to? How common, or uncommon, is it in the ECE field for directors or center owners to mentor directors? What community do directors turn to for help and assistance with their responsibilities?
Hey Yhardsom,
ReplyDeleteYou are right, the role of director and manager needs to be balanced equally. Following all sides of the triangle are important, but having a balance of leading and managing is important. You don't want to be more of a leader or more of a manager, because the two are completely different things. It is a difficult task to be a director, because their is so many aspects to the job. I commend anyone who is or was a director, because it is a tough job. It is not without hard work. I have learned a lot about the components and insights about what a director is and needs to be. Thanks for sharing!
Does a director need to understand the teacher's point of view in order for them to welcome teacher's to be contributors in the direction of the program? Is it possible for a program to be directed solely by the teachers collaborations, or is it necessary to have a named director of the program itself? Teacher's are guided through their director, but who is guiding the director? Should director's complete professional development training regularly to guide them in their work with the children, staff, and community?
ReplyDeleteHi Som,
ReplyDeleteI think it is interesting how you compared the roles of manager and leader. How can possessing the qualities of a manager help or hinder becoming a competent leader? Is being a leader the ultimate goal of a ‘successful’ director? I also agree with you and Amber’s perspective, balance is also essential. But I wonder how balance can be achieved. How can a director balance the needs of teachers as well as the needs of the managing sides. What should a director do if they feel that these needs are being compromised? You also mention respect and order, which are two necessary components of “directing.” How can a director maintain these qualities, while also enabling the power of teachers and families; or do they go hand in hand? Also, is planning and organization the key to keeping order and balance?