Leadership Influencing High-Performance Team in Child Care Centre

This research project investigates the impact of leadership skills on employee turnover and engagement in child care centres. It identifies the challenges faced by leaders and the leadership styles and traits required for a high-performance team. The study uses scholarly articles to understand the purpose of the project and encourages the selection of the most feasible leadership style for the concerned workplace. The report provides insights into effective communication, talent management, team building practices, transparency in communication, performance mapping, employee engagement, and skills development. The document type is an assessment task, and the type of assignment is a research project.

Running head: LEADERSHIP IN CHILD CARE CENTRE
LEADERSHIP INFLUENCING HIGH-PERFORMANCE TEAM IN CHILD CARE CENTRE
[Assessment Task 2]
Name of the student:
Name of the university:
Author note:

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Abstract
This is a research project, which investigates the reasons for increasing employee turnover across
the childcare centres. The project uses scholarly articles in the literature review section to
understand the purpose of this project. This could be known that due to the lack of leadership
skills in the principle of a childcare centre they are less competent with respect to controlling the
employee turnover. Hence, leadership skills are important for a principle of a childcare centre to
not just control the increasing attrition but also enhance the employee engagement. The study
helps to identify various leadership styles that could influence employee performance. These
leadership styles include autocratic leadership style and a democratic leadership style. However,
this research project does encourage to select only the leadership style that suits most to the
concerned workplace. To a few organisations, autocratic leadership could be helpful whereas to
many others the democratic leadership. The principle in a childcare center must be able to
identify the best and feasible leadership style.

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Table of Contents
1. Introduction..................................................................................................................................4
2. Inquiry approach..........................................................................................................................5
3. Body.............................................................................................................................................6
3.1 Challenges faced by the leaders while developing high-performance team..........................6
Challenge 1: Effective Communication...................................................................................6
Challenge 2: Talent Management............................................................................................7
Challenge 3: Team Building Practices....................................................................................7
Challenge 4: Transparency in Communication.......................................................................8
Challenge 5: Performance Mapping........................................................................................9
Challenge 6: Employee Engagement.......................................................................................9
Challenge 7: Skills Development..........................................................................................10
3.2 Leadership theories required to be followed in a childcare centre......................................10
Trait theory............................................................................................................................11
Behavioural theory.................................................................................................................12
Contingency theory of Leadership.........................................................................................14
Charismatic Leadership.........................................................................................................14
3.3 Leadership traits and roles required for a high-performance team in childcare centre.......14
Leadership Traits...................................................................................................................15
Leadership Roles...................................................................................................................17

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4. Conclusion.................................................................................................................................18
References......................................................................................................................................21

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1. Introduction
The inquiry question is about identifying and evaluating leadership traits and roles that
must be followed in a childcare centre to boost the performance of the centre. The principle of a
childcare centre has assumed as seeking an answer to this inquiry question from a range of
scholarly articles published on the themes related to the topic in discussion. The inquiry question
is a consequence of lacking performance across the childcare centres. The performance is
affected by many reasons. One of these reasons is high employee turnover in childcare centres.
The high employee turnover can be due to various reasons such as that employees have low
motivation for work or else. The project report assumes that leadership characteristics in the
Centre’s principle could bring fresh changes to the whole system. Hence, the principle of a
childcare centre should have an awareness of the appropriate and relevant leadership traits and
roles required to drive motivation in the workplace and enhance the employee retention rate.
The inquiry question is very important from a professional career perspective. The
principle of a childcare centre is normally held responsible for a lacking performance of the
centre. The principle of a centre sits at one of the most prestigious positions of the centre and
hence, is highly questionable for the Centre’s performance. Considering this being a fact the
inquiry question appears to be logically correct. If the principle of a childcare centre is not being
able to drive the performance and that particular centre constantly receives service-related
complaints from parents, the situation could be truly alarming for the principle. Consequently,
the principle will be questionable and can also lose his or her job if a similar situation continues
further. The inquiry question is academically important as well. Such questions or concerns
provide an opportunity to learn professional skills, which could be helpful while being under
practical circumstances.

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This project report is mainly constructed on relevant scholarly articles. Moreover, the
discussion follows a few themes to conduct a discussion in the literature review section.
2. Inquiry approach
Concerns raised through the inquiry question are full of scopes as there is strong bonding
between leadership act from the principle of a childcare centre and the organisational
performance. The inquiry question includes lack of leadership act in the principle of a childcare
centre, and its impact on their communication with the parents and also on driving employee
motivation in the workplace. Evidently, the roles and responsibilities of a principle are not just
confined to managing the workplace performance but also to effectively communicate with the
parents. Indeed, effective communication with the parents will let them know their kids' progress
in the study centre. Moreover, if needed they could also be encouraged for their heartiest
involvement in treating their kids if their kids have some behavioural or understanding issues.
The inquiry question will be analysed from various scholarly articles. The selection of
articles will be done on the basis of various themes relevant to the inquiry question. Four
different themes are being selected concerning the inquiry question. One of the themes is
“challenges faced by the leaders while developing a high-performance team in a childcare
centre”. The theme will help to understand a few challenges that stop leaders or principles in the
childcare centre from performing. Another theme is “leadership theories required to be followed
in a childcare centre”. The theme will help to understand a few theories that could be beneficial
in understanding concepts required to influence a leadership act in a childcare centre principle.
The last theme is “leadership traits and roles required for a high-performance team in childcare
centre”. The theme will shed lights on leadership characteristics, which could be decisive in
influencing the performance of teams.

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The chosen themes are being mentioned in the above paragraph. However, it took some
efforts to identify the themes. The inquiry question was used to identify the factors holding an
impact on the inquiry question. These factors were being used to identify the themes to be
discussed in the literature review section.
Of course, the biggest constraint in the inquiry question is understanding the challenges
that stop the principles, and the management in childcare centres from practicing the leadership
act and influencing the workplace performance. The principle of a childcare centre is often
biased to the performance of the centre. Due to the fact they feel less encouraged to go for a
change.
3. Body
This section discusses the inquiry question with the help of relevant scholarly articles.
The selection of articles will be done as matching the selected themes.
3.1 Challenges faced by the leaders while developing a high-performance team
Challenge 1: Effective Communication
The development of a high-performance team is hampered due to ineffective
communication between the principles and the employees in a childcare centre. Now, it is a
matter of concern about why ineffective communication exists in a childcare centre. According
to Rodriguez & Walters (2017), one of the reasons for a lack of effective communication
between leaders and employees is a lack of adequate interaction between them. Interaction can
be made stronger with effective training given to employees; however, childcare centre lacks
readiness in this regard. Fraser, Blumenthal, Bernard & Lyasere (2015) points out to lack of
training needs assessment as preventing childcare centres from putting in regular pieces of

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training. Additionally, training whenever arranged has contents that are not thoroughly
researched. Hence, the content lacks an in-depth understanding of the training needs. Moreover,
such pieces of training also lack a leadership approach, which could have been useful in
engaging the trainees. Hence, a strategic collaboration between the leaders and the human
resource personnel is utterly required to arrange appropriate pieces of training on a regular basis.
Moreover, this is needed to improve leaders' interaction with their employees.
Challenge 2: Talent Management
There could be various possible reasons for ineffective talent management at childcare
centres. Ineffective leadership from care's principles is one of the reasons. As believed by
Godfrey (2016), a lack of leadership skills in managers can affect effective management of the
talent. In fact, leaders have an influence on how growth and performance are nurtured into
employees. Effective leaders as in the opinion of Hargett et al., (2017) hold a good understanding
of strategies needed to implement effective talent management in the workplace. Moreover, they
also know how to make such strategies practically impactful. Ineffective utilisation of
appropriate and feasible tools is probably affecting talent management in the workplace. Hence,
according to Bolden (2016), the leaders should have access to appropriate tools needed to
effectively manage the talent in the childcare centres. Some of these tools are but not limited to
like managing a scoreboard to track the tasks being handled by employees. This scoreboard can
help in effectively accessing the performance. Moreover, the set of data thus obtained can be
used to nurture the growth and performance of employees.
Challenge 3: Team Building Practices

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Chuang, Jackson & Jiang (2016) believe that teamwork can essentially affect the
productivity of a project. An effective team used to have people possessing diverse professional
and interpersonal skills, which create an asset for the team. Team members do not just take care
of different activities as part of a project but they also make an impact with their level of
understanding for a business situation. However, Beverborg, Sleegers & van Veen (2015)
observes team building exercises as a challenging task to conduct. Team building exercises
becomes challenging for various reasons such as leaders’ incapability to manage diverse team
members. Team diversity as according to Guillaume, Dawson, Otaye‐Ebede, Woods & West
(2017) can be due to people belonging to diverse cultures. Due to being from diverse cultures,
team members often have a different attitude for any decision being made. This really affects the
team productivity. Lambert (2016) opines that cultural diversity is significantly uncontrollable;
however, can be managed with effective policy making, relevant management strategies and
effective management of different situation from the leaders. Hence, the role of the principles in
the childcare centres will be highly important in driving the team building practices in the
workplace.
Challenge 4: Transparency in Communication
Favouritism as according to Alwerthan, Swanson & Rogge (2018) is a major issue that
affects workplace productivity and hampers employee growth and performance. However, there
are very few organisations that really have the policy to inspect and control such practices from
happening. Indeed, Dağli & Akyol (2019) believe that there should be an open glass door policy
to bring transparency to workplace communication. It is needed to control possible favouritism
from happening as it breeds insecurities among employees. Hence, their performance and
psychological understanding of a situation get affected leading to increased employee

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dissatisfaction and the employee turnover. The leaders or the principles in childcare centres lack
a true involvement in the range of operations practices. They either do not have tools to diagnose
the quality of workplace communication or they lack the leadership approach needed to
understand a situation. Hence, the principle of a childcare centre should adopt the policies
needed to promote a fair communication practice in the workplace.
Challenge 5: Performance Mapping
One of the reasons why the childcare centres have increasing employee turnover rate is
the inability of their leaders to allocate appropriate tasks to its employees. According to
Tsarouchi et al., (2017), employees are sometimes asked to do tasks that are not in their
expertise. Hence, they feel like being under enormous pressure when are needed to perform tasks
out of their expertise. Indeed, Zhang & Shah (2016) feel that employees should be allocated
tasks that fall under their level of expertise. The leaders or the principles in a childcare centre can
use performance mapping to effectively allocate tasks according to the individuals' expertise.
Performance mapping as in the opinion of Makó, Illéssy, Csizmadia & Heidrich (2015) help to
perform competency mapping for the employees. Performance mapping can be helpful for the
principle in a study center to allocate relevant tasks to its employees. Abbas & Raja (2015) say
that when employees are asked to perform challenging and out of their expertise tasks they might
fail. Once they are failed and are not able to overcome from the experience of failure they will
simply end up quitting their jobs.
Challenge 6: Employee Engagement
Bailey, Madden, Alfes & Fletcher (2017) say that employee retention is indeed a
challenging task. Organisations irrespective of their size and popularity are on the similar

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platform when they are concerned with employee retention. However, as observed by Huang et
al., (2016) employee turnover rate can be controlled by promoting the sense of significance in
the workplace. It means promoting a feeling that each one of the employees is important to the
organisation. When the employees are given an importance they feel connected to the
organisation. It affects their commitment level as well. When the employees have a sense of
belonging to the workplace they according to Al Mehrzi & Singh (2016) have more commitment
and higher involvement towards work. Employee engagement as according to Eisenberger,
Malone & Presson (2016) depends on a few factors such as the workplace environment, the
leadership style and the appreciation given to their contribution. Principles in childcare centres
should promote the practice to appreciate the contribution of the employees. They need to
understand that working with kids and communicating with their parents is never an easy task.
Hence, when employees have no sense of belonging to their work they will definitely feel like
quitting their jobs for better opportunities.
Challenge 7: Skills Development
Yasin & Ali (2016) suggest using a framework to practice competency mapping of
employees in the workplace and measure the competency from a timely progress chart.
Competency mapping in this way will help to identify the areas of improvement specific to each
employee. The data thus obtained will show the competency level for each one of the employees.
Leaders at the childcare centres can take initiatives and utilise the data thus obtained to identify
the areas of skills development. Leaders should take initiative to enhance the growth and
development opportunities for employees. Yasin & Ali (2016) say that when employees have
adequate opportunities to develop their professional skills they will have enhanced loyalty to

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their employers and higher engagement to their work. Ultimately their performance will also
improve and so, the rate of employee turnover will also decrease.
3.2 Leadership theories required to be followed in a childcare centre
Leadership theories can help to understand a few leadership characteristics, which may
be missing from the childcare centres. Below is a description of a range of leadership theories
and their impact on the workplace output:
Trait theory
According to the trait theory of leadership, leaders are born, not made (Wyatt & Silvester,
2018). The trait approach is one of the oldest approaches to understand the concept of leadership.
The trait theory has a direct linkage with the personal attributes of leaders. The personal
attributes of leaders as stated by Nawaz & Khan (2016) are personal characteristics, values, and
competencies. It is to be noted that leadership traits are the enduring characteristics that are not
created. Indeed, people are born with these characteristics and remain quite stable under any sort
of circumstances. The trait theory also assumes that leaders have few qualities that common
people do not. These qualities are ambition, intelligence and perseverance. Some of the
leadership traits as identified by Nichols (2016) are the desire to lead, drive, self-confidence,
honesty and integrity, intelligence and job-relevant knowledge.
However, the trait theory of leadership according to the critique of the theory does not
hold true. The critique of the theory says that there is no universal trait, which is productive
under every business circumstances. This means it is greatly difficult to predict a business
situation with a chosen kind of leadership trait. According to many other critiques of the theory,
there is no evidence supporting a linkage between the traits and the leadership practice. To many

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critiques of the theory, traits such as those governed by the trait theory of leadership is more a
predictor of the appearance of leadership than any other thing. In fact, the trait theory of
leadership fails to distinguish between effective and ineffective leaders (Storey, 2016).
Behavioural theory
The behavioural theory of leadership says that leaders are not born, they rather can be
made. The theory further suggests that successful leadership depends on a few factors. These
factors are definable, behaviour and learnable. Behavioural theories do not consider that the
leadership traits are inborn. The theory actually looks at what leaders can actually do. According
to the behavioural theory, success is definable and can be defined with the help of describable
actions. The theory also suggests that leadership capability can be developed by learning it from
various resources such as from reading relevant articles on leadership traits and closely
observing the leader while being a part of a project (Zhao, Chen, Glambek & Einarsen, 2019).
Behavioural theory can further be divided into three leadership styles. These are:
Autocratic Leadership:
Autocratic leaders as according to De Hoogh, Greer & Den Hartog (2015) rely mostly on
punishment and threats to influence the practice. They have a tendency to not to trust the staff.
Moreover, they also do not encourage employee input, which can be highly discouraging to
employees. Instead, employee engagement has a direct linkage with employees’ sense of
belonging to their employer. If an organisation has autocratic leaders then they should do a few
things while avoiding many others to enhance workplace productivity. Autocratic leaders should
provide thorough instructions and guidance to new peers to allow them to learn ways to cope up
the different situations. Autocratic leaders should also give opportunities to staff to challenge a

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managerial decision. Autocratic leaders should also be in regular communication with the other
departments to avoid creating a troublesome situation for the employees (Peker, Inandi & Giliç,
2018). On the other hand, autocratic leaders should avoid certain thing to drive employee
motivation. Autocratic leaders should not create a situation of fearful, tense and resentful.
Autocratic leaders should have open thoughts for employee opinions. This will positively impact
staff morale, reduce the employee turnover and improve workplace productivity (Peker, Inandi &
Giliç, 2018).
Democratic Leadership:
Democratic leaders as according to Amanchukwu, Stanley & Ololube (2015) encourage
staff to evaluate their own performance. These leaders are good at encouraging employee
engagement in the workplace. They create opportunities for employees to establish their own
goals and go for their professional skills development. These leaders encourage staffs to grow
with their job responsibilities. They are also very good at recognizing achievement. Hence,
democratic leaders create opportunities for employees to achieve new milestones. The trust and
value that the staff receives from democratic leaders keep them encouraged for contributing to
team building practices. Moreover, the leadership approach boosts their morale as well. The
long-term benefits of democratic leadership include but not limited to employees producing
high-quality works. However, the organisations having the democratic leaders should avoid a
few things to remain effective in the long-term (Amanchukwu, Stanley & Ololube, 2015). One of
these things is avoiding the mistakes and rather, making employees understand things in a more
productive manner. Managers generally fear of this leadership strategy. Hence, they should be
taken into confidence by showing them how this leadership approach can be more productive.
Laissez-Faire Leadership:

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This is also termed as the “hands-off” style of leadership. Organisations having such
leaders allow employees taking the centre stage in respect to making decisions, determining their
own performance goals and resolving their problems on their own. Such a leadership style is
highly productive for various reasons. It helps to nurture the employees’ growth and help them
develop professional skills. Staffs under such organisational leadership have high commitments
to their work. Moreover, they are encouraged to perform tasks and tackle their challenges on
their own (Wong & Giessner, 2018). However, this leadership approach can create a feeling of
insecurity in employees when leaders are actually not present.
Contingency theory of Leadership
The contingency theory of leadership says that there is no universal leadership trait;
rather, different leadership styles should be applied to diverse circumstances. The leadership
style, therefore, can have an influence on various factors. These factors are a type of staff, history
of the business, the business culture, the relationship quality, the nature of the change in
processor needed and on the accepted norms within an organisation (Boehe, 2016).
Charismatic Leadership
Charismatic leaders have high enthusiasm in them. They are self-confident and knows
how to inspire their followers. Charismatic leadership as according to Shamir, Arthur & House
(2018) is more contemporary in nature and is highly productive. It is because such leaders have
various distinct qualities. These are having a vision, ability to articulate the vision, willingness to
take the risks, ability to strike a balance between the employee needs and the environmental
constraints, and portray and perform an extraordinary set of behaviours.
3.3 Leadership traits and roles required for a high-performance team in a childcare centre

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There are various leadership traits and roles that affect the performance of a team. These
traits and roles are as under:
Leadership Traits
The list of traits that influence the team management capability of the leaders is as follows:
Build Trust:
Effective leaders promote trust building in employees. They do it by sincerely
acknowledging their concerns irrespective of how significant is the concern from the
management perspective. Effective leaders listen to the query being asked by their employees.
They give sufficient time to each one the employees and ensure a session with them to a feasible
extent. Moreover, effective leaders are capable to handle the objects being raised by their
employees in an effective manner. According to Smith & Chenoweth (2015), effective leaders
know how to strike a balance between the employee demands and the management’ capability to
fulfill it. In case, if demands cannot be fulfilled effective leaders adopt the most impactful ways
to keep their employees motivated and keep them highly engaged in their work.
Effective Communication:
For a high performing team, it is important that it is being led by effective leaders.
Effective leaders as in the opinion of Frieder, Wang & Oh (2018) are very good at
communicating with its followers. They know how to communicate with their peers in a diverse
business situation. Effective leaders have an understanding that without clearly communicating
the goals and objectives for a project employees can never be made to feel good about a task.
Effective leaders are not just a good communicator; rather, they also know when and how to
participate in a task to keep their employees motivated throughout the work. On the contrary, if

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the leaders are not able to portray the characteristics such as those mentioned above could end up
a meeting to several challenges (Frieder, Wang & Oh, 2018). These challenges include but are
not limited to a major disconnect from the project causing to fail.
Provide Sufficient Resources and Autonomy:
According to Mpofu, Ochieng, Moobela & Pretorius (2017), teams fail when one or a
few members have inadequate resources needed to accomplish the project. Effective leaders
know their peers very well. They have a good idea about what resources would an individual
need in order to effectively accomplish the task. They do not just understand but also know how
to make such resources available to their followers. On a similar note, effective leaders also
know how to encourage employees to develop autonomy. Such leaders create opportunities to
enable employees to govern their work on their own.
Build Confidence in Peers:
There can be few employees like the ones who have just joined an organisation
possessing low confidence in their work. In such a situation, such employees might feel insecure.
If not guided appropriately they might end up quitting their jobs. Effective leaders know how to
groom their employees to confidence. They use various strategies to help their employees feel
confident with their task. For example, employees those who cannot perform may be because
they are new to the system or they lack the confidence to perform, effective leaders pair them up
with experienced professionals (Ozyilmaz, Erdogan & Karaeminogullari, 2018). Indeed, this is a
very good way to help a new employee groom to confidence. Self-efficacy develop this way will
affect team members’ style of handling a task. Moreover, it can be said that effective leaders are
able to uncover employees’ barriers and fears of success.

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Accountability:
Thompson & Gregory (2012) say that every team member should have equal
accountability to whatever they do. This has nothing to with the amount of experience the
employee has. Moreover, every single employee should be held equally accountable for the
mistakes they commit regardless of how old they are into the system and how much they are
trained on the subject of concern. It is to be noted that each employees’ task handling capability
will vary from one another. Hence, they should also have the same level of accountability
attached to their work.
Routine Analysis:
Routine analysis according to Li, Chen, Wang, Xu & Chen (2017) should necessarily be
the part of activities to be performed by the leader. The leader during a project should constantly
assess the performance of employees. Team members should be given points for their various
skills like how they communicate within the team, cooperate with each other, how they
coordinate and promote knowledge sharing within the team. During all such analysis, each one
of the team members should be asked about to share their thoughts on what they feel about their
performance and how it can be improved.
Leadership Roles
There are six leadership roles, which are needed to empower high-performance teams.
The leadership roles are as mentioned below (Wenner & Campbell, 2017):
Mutual Respect:

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Leaders should be able to develop a level of mutual trust with their followers. The leaders
should have full trust in their team members, and should also be able to identify the strengths and
weaknesses in their team members. Moreover, they should know how to deal with the
weaknesses of each one of the team members to help their followers overcome their weaknesses.
Empowerment:
The leaders should be able to empower their team members. Employee empowerment
will ensure that team members are self-motivated to attain their targets.
Training:
Leaders should have an interest in developing new skills in team members. To be able to
develop new skills in team members, leaders should ensure effective training on a regular basis
or when it required the most. However, leaders must ensure training-needs assessment to identify
the training needs and the areas to focus on.
Communicating the boundaries:
Leaders should not just look after to ensure skills development in team members but also
communicating their liberties and the extent to which they are under the control of the leaders.
Information:
Leaders should ensure that every piece of information is shared between the team
members. In addition, they should also ensure that the correct piece of information is only
shared. This is required to ensure that team members have adequate resources to accomplish
their tasks.
Feedback:

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Leaders should necessarily share feedback at the various stages of a project. It is needed
to let team members know their areas of strengths and where they have mistaken. Exchange of
feedback with team members is a good way to help employees correct their areas of concerns.
Moreover, it also let the leaders know the areas where they have to improve.
4. Conclusion
In the literature review section, few scholarly articles were being chosen. All those
articles helped immensely to understand the inquiry question. Moreover, to some extent, the
discussion helped to know more about the inquiry question. Hence, it can be said that a
leadership approach is utterly required for various reasons from the principle in a childcare
centre. A leadership approach can help to see and judge things differently. As identified in the
research a principle in a childcare centre has to face challenges on a daily basis. The person finds
himself or herself having no clues on how to handle these challenges in case the person does not
possess the leadership traits. The literature review section confirms that leadership traits despite
meeting with some critics are significantly important to develop managerial skills. The
managerial skills required to handle team members, resolve their queries, handle challenging
circumstances and keep team members motivated to work can be developed by adhering to
leadership traits and roles. However, very few of the managers or the principles in childcare
centres do ever know the ways to develop such skills. To be able to develop such skills school
leaders must be able to select from the broad range of leadership skills and roles. To some
workplace, autocratic leadership may be highly suitable while too many others the democratic
leadership. Employee turnover is an increasingly growing issue for childcare centres. Hence, the
industry leaders should make strategic decisions regarding the leadership traits and roles to be
followed to control the growing employee turnover rate. The selection of the leadership trait

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should be done in accordance with a few factors. These factors are team building exercises, team
management and promoting teamwork in the workplace. In addition to all these factors,
employee engagement should also be given importance. Indeed, as also found in this research
report, employee commitment to their work does impact their loyalty to the organisation.
However, few areas remain still uncovered and could not be discussed from the articles
selected for the literature review section. It is still unknown how to develop trust as there are
many factors, which impact the development of trust in employees. These factors include
integrity, consistency, competence, openness and loyalty. It is being understood from the
literature review section that employee empowerment can essentially drive the employee
performance and hence, the overall organisational productivity. However, it is still unknown like
which factors to select to boost the employee empowerment. The list of factors affecting
employee empowerment is many like giving employees the authority to design their performance
goals. The leaders should have a clear understanding of the level of liberties given to employees
to avoid any negative outcome from happening. These are a few areas that are still unaddressed
and represent the gaps around things, which could have been known with this research project.
The findings of this research report can be extremely benefitting for me. The findings
have helped me to enhance his knowledge of leadership practice in a childcare centre. Before
commencing this project I had no idea on why there is high employee turnover in childcare
centres. The kind of job such as interacting with kids and their parents looks exciting to me.
However, I really did not know the inner story of it. This research project has helped me
understand that a professional career in a childcare centre as a tutor is full of largely
uncontrollable challenges. The findings of this research project could be helpful to me in
numerous ways. I could utilise the findings to plan my career as a tutor in a childcare centre

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more effectively. Using the findings and the gaps identified I can plan my career accordingly.
Moreover, the findings have helped me to understand the importance of leadership activities for
the principle of a childcare centre. On top of all, I will have a proactive approach towards the
leadership issues faced by employees in a childcare centre.
References
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framework. International Journal of Productivity and Performance Management, 65(6),
831-843. [DOI: 10.1108/IJPPM-02-2016-0037]
Alwerthan, T. A., Swanson, D. P., & Rogge, R. D. (2018). It's better to give than to receive:
Psychological need satisfaction mediating links between waste (favouritism) and
individuals' psychological distress. International Journal of Psychology, 53, 11-20. [DOI:
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Amanchukwu, R. N., Stanley, G. J., & Ololube, N. P. (2015). A review of leadership theories,
principles and styles and their relevance to educational management. Management, 5(1),
6-14. [DOI: 10.5923/j.mm.20150501.02]
Bailey, C., Madden, A., Alfes, K., & Fletcher, L. (2017). The meaning, antecedents and
outcomes of employee engagement: A narrative synthesis. International Journal of
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