Contains unread posts Consider this: Shawnee is frustrated because she knows her staff does not particularly respect her as their administrator. She was picked for her position from the ranks of the teachers, although she knew she wasn't the best teacher. She had not actively sought the position and was surprised but pleased when it was offered to her. She has tried three approaches to leadership, and all have failed. First, she tried praise (and sparse criticism) as a way to please everyone. Next, she tried putting less emphasis on her position (and the authority that goes with it) by taking the smallest office and answering her own phone, and so forth. Finally, she tried to show her staff that she 'earned her salary' by becoming a workaholic and working as much as she could - early, late, and on weekends. Why did each approach fail? What could Shawnee do to gain respect? In chapter 2 of Building on whole leadership: Energizing and strengthening your early childhood program, we explored leadership essentials. In this discussion, please apply the readings and outside research in your response to one the following guiding questions: Early care and education programs and businesses are required for every community. In that sense, a program director is a business leader. What are the similarities to aDirectorof a Child Care program and other industry'sleaders/managers? What are the challenges that you might face that are different from other industries? (For example, a manager of a paper factory.)

Readings from these books Building on whole leadership: Energizing and strengthening your early childhood program. Chapters 1-3 NAEYC: Accreditation Criteria & Procedures, particularly standard 10, Leadership and Management