The EYFS offers leadership challenges within ECEC which are profound and challenging, but not wholly unique to the sector. In other words, there are common features of leadership that apply to all phases of education, but it is recognised that there are specific issues relating to ECEC. This chapter explores those challenges to help identify responses which are appropriate to the sector. The chapter begins by exploring the complexity of ECEC provision in England to identify leadership and management responsibilities within the system. The key role is identified as the formal leader of settings with more than one employee. Differences between leadership and management are discussed, as is leadership as a set of social behaviours. This definition, which extends the simple measure of accountability for formal managers, allows for the exploration of shared or collective leadership approaches to creating and sustaining effective learning environments as well as ensuring the safety and welfare of young children. The discussion then moves towards identifying organisational structures and behaviours which support such ambitions. Issues specific to the sector, such as multi-agency working and a heavily gendered workforce, are explored in the context of leadership theories to guide practitioners as to their role. The chapter closes with some practical tips as to how to move beyond the notion of single accountable executive towards collective and connective leadership within each setting. This chapter aims to to: • Explore issues about leadership in relation to ECEC; • Discuss different styles of leadership and reflect on the core values that underpin ECEC; • Discuss leadership in settings in relation to contributing factors that correspond to the share value system
