Revising Cultural Competence and Critical Consciousness for Early Childhood Education

This chapter revises two important critical pedagogy concepts—cultural competence and critical consciousness—so they make meaning in early childhood educational contexts. Cultural psychology theories are used to re-conceptualize these terms from a non-Euro-centric perspective to emphasize that children's holistic development is nuanced particularly by the communities that they develop within. These terms are also examined from a critical pedagogical context of “super-diversity” through a discussion on identity and community cultural wealth to broach the idea that sites of early childhood education must serve as spaces that give agency and empowerment, given the trans-migratory world we live in. Further, Derman-Sparks and Edwards' conception of anti-bias education is demonstrated in the use of Persona Dolls, specifically for pedagogical leadership, in instructional settings as a way to broach critical pedagogy. Finally, some strategies for pedagogical leadership are suggested.

Building Higher Education Community

Hierarchical leadership models are not well matched to the early childhood field, which is a complex, diverse system where early childhood educators serve in multiple dynamic roles. Distributed leadership, which involves collaboration, inclusive engagement, and shared problem-solving, typifies efforts of leaders who advocate and work toward systemic change. This chapter explains how early childhood teacher educators used distributed leadership to push for statewide changes that removed barriers to degree completion for early childhood educators. In Phase 1, educators used a shared set of competencies and a common course system to improve articulation agreements between two- and four-year colleges. In Phase 2, educators expanded, revised, and delineated core competencies from national standards (NAEYC, CEC, DEC) to inform state endorsements. In Phase 3, educators built an inclusive, formal network to lay a foundation for a statewide articulation agreement system that will incorporate the Power to Profession's unified framework and standards.

Creating a Leadership Learning Community

A blended approach where pre-service and in-service professionals attend the same professional development event has the potential to create a leadership learning community. Bidirectional opportunities can result from a professional development format where experienced in-service professionals spend time with pre-service professionals. Public schools and universities can play a part in providing valuable resources to the community. This study shares how a leadership learning community was created by blending professional development to serve the needs of pre-service graduate students and in-service professionals in the field of early childhood education.

Characteristics of Effective Early Childhood Leaders

Effective leadership in early childhood is vital for quality early childhood care and education. There is a need for a comprehensive and coordinated system of early childhood leadership training. To create fiscally sound early childhood programs with learning environments that nurture and challenge young children and with work environments that develop, support, and retain skilled teachers, program directors capable of strong leadership are essential. There is a need to establish policies and pathways to ensure early childhood leaders are well prepared. The purpose of this study was to identify sets of characteristics that are essential for effective early childhood leadership and explore the challenges early childhood leaders encounter in an effort to become effective leaders. Based on the findings, the researcher recommends relational leadership as an essential component of the framework for effective leadership in early childhood education.

Professional Learning and Change Through Social Networks and Social Capital

This chapter considers how leaders in early childhood education can use social networks and social capital to promote professional learning and change. First, the author explores the ways in which effective leadership and social relationships are inextricably linked, through distributed leadership and collective work. Drawing on social capital theory, the author includes the importance of identifying the knowledge, skills, and resources (social capital) among the members of the school community, developing or maintaining formal and informal networks, and providing support for collaboration within and across those networks to support individual and collective goals. The affordances and constraints of intra- and inter-organizational networks are examined.

Understanding Culturally Responsive Play Through Drama-Based Pedagogy

In this chapter, the authors outline three critical professional and ethical considerations for school leaders in early childhood settings to consider when examining the importance of including play in early childhood curricula. Beginning with an exploration of the critical role play serves in the lives of young children and positing that fundamentally, play is broadly supported across the domains of early childhood through theoretical and empirical work as well as more recent scientific support from neurological research. The authors outline a broader definition of play beyond a Eurocentric vision, and the ways in which school administrators can and should view play as culturally responsive pedagogy through the use of drama-based pedagogy.

Becoming a Mathematics Specialist Teacher Leader

This chapter will examine the impact of developing mathematics teacher leaders after completion of the Mathematics Specialist graduate certificate program. Specifically, it reviews how their teaching of mathematics changed and what factors helped them to become teacher leaders in their school and district. The chapter will include three parts. The first part will focus on what an elementary mathematics specialist is and why there is a need for leadership in this area within schools and districts. The second part will describe testimonials and stories of graduates of the Mathematics Specialist graduate certificate program and what impact it had on their teaching of mathematics and becoming a mathematics specialist leader. The third part of the chapter will conclude with the mathematics leadership framework and examine the characteristics and challenges these teacher-leaders face as both early childhood teachers and mathematics leaders.

Early Childhood Curriculum Leadership

This chapter puts theory and research in curriculum, leadership, and early childhood teaching in dialogue to consider possibilities for early childhood curriculum leadership. Structures of macro-curriculum design and micro-curricular approaches to curriculum implementation elucidated conceptual orientations, political interests, and processes involved in curriculum leadership. By building off of the strengths, while also recognizing the limitations of disparate factions of curriculum studies, the chapter concludes with a vision for democratic curriculum leadership. Democratic curriculum leadership simultaneously embraces critical awareness and pragmatic artistry to elevate the professional integrity of early childhood teachers. For these reasons, early childhood curriculum leadership has the potential to democratize early education, elevating teachers to the status of lead professionals who balance various and sometimes competing obligations of teaching young children.

Strengthening Leadership and Teaching Capacity Through Community and College Relationships

As more young children enter public education, leaders and principals need to understand informal modes of education that have documented success with young children. In New York City, this need has become more urgent as city funding increased the number of early childhood programs in public schools. With this increase, school leaders need to extend their learning to support these teachers, children, and families. Bank Street College has a long history of work in these spaces and supporting the development of teachers and leaders in these communities. This chapter uses two case studies to outline professional learning models, one with a network of early childhood programs and the other with a K-8 school. The rationale is that change occurs through thoughtful and supportive learning experiences that include reflection and time to consider what is needed to alter teacher/leader practices. The results of these programs can be used by school leaders to support their work with early childhood teachers and form professional learning partnerships with colleges and external organizations.

The Role of Administrators in Recruiting, Retaining, and Respecting Early Childhood Educators

This chapter focuses upon the role of school administrators in protecting and preserving the well-being of early childhood educators. The author discusses the importance of recruiting and retaining high-quality teachers who work with children to the age of eight. It is essential that the youngest students receive the skills necessary for success in later grades, and there is great need for early childhood professionals to be recognized for the valuable skillsets that they bring to the field. Developing and maintaining school environments that recognize the significance of the early childhood educator can promote more respectful school climates and can retain professionals in the field.