Naïve change agent or canny political collaborator? The change in leadership role from nursery school to Children's Centre

Abstract

This article presents initial findings from a consideration of early years Labour government policy from 1997 to date and from a case study of an early years leadership journey. The article explores the social policies underlying early years initiatives that have impacted upon early years leadership journeys and roles. The challenge of the role is highlighted through the first author's (Lesley Curtis) leadership experiences and we suggest that limited support for leaders of integrated centres has been available to date. The case study questions and explores whether Curtis is a naïve change agent or a canny political collaborator as she travels on her leadership journey and discovers new insights into the nature of her early years leadership role.