duties involve ensuring that staff training is up to date alongside her own. Other requirements of the deputy manager include but are not limited to ensuring the policies and procedures are kept up to date and that the setting’s daily health and safety alongside fire regulations are being adhered to.

Taylor (2014) proposes that anyone can tell others what to do, but effective leadership requires much more than simply the capability to allocate tasks to a group. There are many methods and styles of management theories surrounding the focus of management.
(Training & Development solutions, 2016)

The management team are assigned as the two safeguarding officers, however with the Manager becoming less involved the new staff promotion would include another safeguarding lead to be on the site as the deputy manager has to leave the setting daily to attend meetings. A member of staff has handed in their notice in and the Manager and Deputy Manger have now to delegate key children this employee had to other staff members alongside delegating the work load whilst they find a replacement. Kotter (2008) suggests leadership is dealing with change, while management is about dealing with complexity. Kotter explained that leaders set directions while managers plan and budget; leaders align people while managers organize and hire staff, and leaders motivate people while managers control and problem solve. This indicates that even though there is a difference between a leader and a manager they both require similar skills to be able to engage the staff to get to the vision. The Manager decided to approach the next most senior staff member after the deputy manager to discuss the possibility of them taking on more hours and responsibility within the setting. They did this in a manner which appears friendly and accommodating.
Lewin (1997) suggests democratic leadership relies upon group decision making, active involvement of members and honest practice, these are also traits of an ethical leader. The o