There is a growing international recognition of the importance of the early years of schooling as well as an interest being shown in the relationship of early education to later achievement. This article focuses on a cohort of English pupils who have been tracked through primal T school during the first five years of the new National Numeracy Strategy. It reports a limited longitudinal study of young children's early mathematical development, initially within three testing cycles: at the mid point and towards the end of their reception year (at five years of age) and again at the mid point of Year 1 (at six years of age). These cycles were located within the broader context of progress through to the end of Key Stage 1 (at seven years) and Key Stage 2 (at eleven years) on the basis of national standardised assessment tests (SATs). Results showed that children who bring into school early mathematical knowledge do appear to be advantaged in terms of their mathematical progress through primal T school. Numerical attainment increases in importance across the primal T years and practical problem solving remains an important element of this. This finding is significant given the current emphasis on numerical calculation in the English curriculum. It is concluded that without active intervention, it is likely that children with little mathematical knowledge at the beginning of formal schooling will remain low achievers throughout their primal T years and, probably, beyond.
Early childhood (EC) leadership literature indicates few theoretically based studies identifying and testing different models and characteristics of leadership. Objectives were thus to identify, describe and analyse what leadership meant to key EC participants; to consider roles, responsibilities and characteristics; to investigate core components; to capture practice and judge how it was understood and enacted. A case-study approach used 12 sites and multiple data-gathering methods: questionnaires; interviews; and in-depth 'day in the life' video vignettes. Participants described their organizations as hierarchical in structure and traditional in strategic decisionmaking, yet collaborative in culture and operational functioning. Variation in leadership, management and administration patterns across settings indicated multiple leadership roles in diverse EC settings. Principal components analysis revealed that those with postgraduate qualifications favoured 'leaders as guides'; those with professional heritages other than teaching leaned towards 'leaders as strategists'; those with NVQ qualifications tended towards 'leaders as motivators'; those with postgraduate qualifications also valued 'leaders as business oriented'. New models of leadership are thus worthy of consideration. Leaders acknowledged difficulty in standing back and reflecting, recognizing an essential aspect of leadership was ongoing thinking and decision-making, inaccessible unless they 'talked-aloud' whilst engaging in professional practice. This suggests a need to increase self-understanding and alternative routes to problem-solving.
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