McCormick Institute for Early Childhood

BY Teri Talan | April 4, 2016

This document may be printed, photocopied, and disseminated freely with attribution. All content is the property of the McCormick Center for Early Childhood Leadership.

Reading over the series of blog posts and comments on Whole Leadership, I am struck by the level of engagement the discussion has evoked. Clearly, deconstructing program leadership and exploring leadership essentials are topics that resonate. However, I am taking the discussion in a new direction—a consideration of administrative leadership. My hope is that this aspect or domain of Whole Leadership can be equally thought-provoking.


My colleague, Mike Abel offered this description of administrative leadership in an earlier post:


Administrative leadership is about orchestrating tasks (and often includes mobilizing people) to develop and sustain an early childhood organization. Successful administrative leaders are able to establish systems that protect and sustain essential operational functions to meet the needs of children and families. There are at least two important aspects of administrative leadership—operational leadership and strategic leadership. Operational leadership is accomplished through activities like hiring and supporting staff, overseeing budgets, and maintaining a positive workplace climate. Strategic leadership involves guiding the direction of an early childhood organization with the future in mind. Strategic leaders clarify purpose, inspire individuals to pursue a shared vision, and ensure that goals and outcomes are attained.


I really like this description for a couple of reasons. First, it makes it clear that orchestrating the work of teaching and learning, mobilizing staff to achieve child and program outcomes, and establishing systems to effectively run a healthy, thriving organization are indeed leadership functions. In our field of early care and education, these responsibilities are typically characterized as management functions and are less valued than leadership functions. Instead of thinking of this important work as management (and therefore less important than leadership), let’s claim it for what it really is—administrative leadership.


Second, the above description of administrative leadership includes both operational and strategic leadership dimensions. One of the responders to an earlier post asked about advocacy and where it fits in the Whole Leadership framework. I believe that advocacy is a part of strategic leadership. In my experience, effective administrative leaders engage in advocacy because they are future oriented; they want to have influence on external conditions that impact their programs, not just react to them.


Finally, I believe that pedagogical and administrative leadership are like the double strands that form the DNA helix. They are in a constant relationship to each other, separate but connected. The most qualified teachers cannot be effective in their work with children and families if their work environments (including supervisor support, opportunities for professional growth, decision making, collegiality, rewards and recognition, role clarity, task orientation, innovativeness, and physical environment) do not adequately support them. Administrative leadership is important because without it, pedagogical leadership cannot be sustained and children and families will be poorly-served.


Looking for online professional learning that is inclusive of both administrative and pedagogical leadership? Explore our online national director credential, Aim4Excellence.

Dr. Teri Talan is the Michael W. Louis Chair and Interim Executive Director of the McCormick Center at National Louis University. She promotes action by state and national policymakers on early childhood workforce, leadership development, and program administration issues.

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Building Community Partnerships for Lasting Impact

By Cara Murdoch and Sherry Rocha • December 12, 2025
By Cara Murdoch and Sherry Rocha Community collaborations can strengthen your early childhood program, expand services for families, and increase your visibility and credibility as a trusted resource in the community. But effective partnerships don’t begin with a phone call—they start with a plan. Start with internal planning Before reaching out to community members or organizations, gather insights from your internal team. Hold a brief planning meeting to discuss goals, identify needs, and build a shared vision for collaboration. Consider including: Members of your board of directors or advisory board Program staff members Interested family members and parents of enrolled children. REVISIT your mission and goals A clear, shared understanding of your program’s purpose will guide effective partnerships. Before reaching out to community members or organizations, gather insights from your internal team. Hold a brief planning meeting to discuss goals, identify needs, and build a shared vision for collaboration. Consider including: What is your mission? What strengths and expertise do we bring to the community? What challenges do our enrolled families face? What support or resources would be most helpful? What can we offer potential partners in return? Clarity about these questions will ensure that your outreach to community members and organizations is focused and meaningful. Learn about local resources Begin exploring the services and organizations that exist in your community. These may become valuable referral partners or direct collaborators. Examples include: Early intervention services Family support agencies Mental health providers Multilingual tax-preparation volunteers Knowing these resources helps you connect families with the help they need. share your space and services Your early childhood center may be a valuable asset for other groups. Consider offering your space to other programs or groups to strengthen your role as a community hub. Possibilities include: Scouting America or Girl Scout meetings Parenting workshops or support groups Health screenings or nutrition programs Community committee meetings participate in community events Raising visibility in your community opens doors to partnership. Become involved in: Neighborhood clean-up days Local fairs or festivals Library literacy events Cultural celebrations School district events These types of interactions naturally build trust and relationships. build and expand your network Partnerships often begin with small conversations or shared goals. Stay curious and connected—the more people you meet, the more opportunities arise. Potential collaborators include: Museums Public libraries Human services departments Colleges and universities Local schools Cooperative Extension services Hospitals and clinics Banks and financial advisors Mental health agencies Early intervention programs Remember: partnerships are mutually beneficial Successful collaborations are built on: Clear communication Shared goals Appreciation for each other’s strengths A commitment to supporting families and the community Whether the support you receive is financial, advisory, or educational, strong partnerships help everyone thrive. A final thought Community partnerships don’t happen overnight. With the proper planning, your early childhood program can become a powerful and connected resource in your neighborhood. Start small, stay open to ideas, and let relationships grow.
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