This essay based on a case study (Appendix 1) will aim to analyse alternative styles and approaches in effectively managing the workforce. It will discuss how management strategies are viewed by other staff members and how the realignment of management has affected the daily working ethos. Analysing alternative management styles and approaches that may benefit the enhancement of the setting. This will be completed by comparing the management strategies closely linking to McClelland (1961) and Lewin’s (1951) theory of motivation and change alongside performance enhancement approaches. In order to achieve these outcomes, it will reflect on the case study, the roles of colleagues alongside professional judgments. Reflection according to Smith and Craft (2011) is central for professionals, and is essential for progress. Finally, it will focus upon current issues such as the impending Ofsted inspection within the setting and work load, it will then draw together a conclusion. To ensure confidentiality of my setting, children and colleagues, the essay will not refer to their names or name my setting.
There is a female owner whom is also the manager within the case study. The deputy manager is also a female. Storey and Holti (2013) draw attention to any organisation regardless of size, in order to operate effectively it requires a recognised element of leadership or hierarchy. They continue stating how this is implemented and accepted will determine the success alongside that of overall job satisfaction of the workforce, which will permeate down to the children and their families. Heller and Van (1982) propose leadership structures the theory of both practice and organisation.

Stevenson (2014) suggests the terms of leadership and management as being closely associated to sectors mainly of industry and business. She continues that the principles do apply to early childhood practice’s and are used, yet as practitioners at some level or another there is an aspect of leadership and management skills being applied throughout the setting. Savage and Dunkin (2004) affirms this stating Leadership and management within early years’ settings are extremely complex. It could be seen that within the setting many of the staff are leaders as they have key children and are continually leading in practice. The Institute of Leadership and Management (ILM, 2016) states that leadership and management are both inextricably linked, at a personal and organisa