Amanda Wiehe Lopes

Cultivating leadership within the early care and education (ECE) workforce is crucial for driving quality improvement and systems change. However, there is limited understanding of how to develop and scale leadership development programs for early educators. To address this need, Leading for Change (LFC) was intentionally designed to provide scalable, affordable, and accessible leadership development opportunities for early educators from diverse racial, ethnic, linguistic, and cultural backgrounds. The present study examined whether the scaled version of LFC (delivered by locally trained facilitators) could achieve outcomes comparable to the pilot version (delivered by the original LFC developers). The results showed similar improvements in participants’ entrepreneurial leadership mindset and knowledge across both versions. Also, interviews with facilitators revealed key factors, strengths, and challenges that could influence the success of scaling efforts. These findings offer valuable insights into how leadership development models can be effectively developed and scaled to ensure equitable and widespread access for the ECE workforce.

The present study examined the impact of a leadership development program, Leading for Change (LfC) that focused on building the capacity of early educators to lead change as frontline leaders and change agents. Bringing together a relational-entrepreneurial leadership theory lens, the LfC was designed to foster early educators’ leadership mindset, knowledge, and skills that could potentially bring a long-lasting impact on many aspects of the early care and education (ECE) field. With a sample of 31 racially and linguistically diverse early educators, the present study compared participants’ entrepreneurial mindset, leadership competencies, and capacity to act as change agents and leaders before and after the LfC program. Results showed that participants’ perceptions of themselves as leaders were increased after completing the LfC. They also demonstrated more confidence in their own ability to drive positive change where they work and more broadly in the ECE field. Findings from this study suggest that the relational-entrepreneurial leadership approach taps into early educators’ insights, passions, and knowledge and equips them to participate in leadership for quality improvement and positive change.