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A Leadership Position Regarding Ethical Standards

NAEYC Ethical Standards are the set of rules and instructions offering guidelines for responsible behavioral patterns for resolving ethical dilemmas and conflicts arriving in a micro-environment working space. To resort to these standards, a leader has to identify their roles to efficiently administer a company’s performance. Getting promoted to a new position, a person has to manifest their competency in multidimensional organizational processes to be labeled as a current leader or mentor (Chu& Sopher-Dunn, 2021). NAEYC Ethical Standards might help a would-be-leader speed up their performances and win organization participants’ trust.

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Promotion at working space means being rewarded for individuals’ working indicators and results. As a rule, a person being advanced feels a conflicted combination of feelings. On the one hand, they are thrilled, excited, and grateful that their results and objectives have been evaluated positively. On the other hand, they feel not at ease, as this new sphere is unknown and unexplored to them. To accomplish new company goals and perspectives requires absorbing and immersing more in company mechanisms in order to stimulate its prosperity and efficiency. Obviously, a new job needs a learning curve that implies getting a working knowledge of a company itself and company participants’ working potential.

Before targeting a leadership position, a leader-to-be has to detect his operational objectives and liabilities. They have to distinguish spheres they are experts at, spheres they are good at, spheres they have basic knowledge of, and spheres where they have to boost their skills. This technique might help them not distract their attention but focus on things that need to be enhanced. Evidently, being appointed a new member of an organization (school), a prospective leader deals with a supervisor who counsels them and helps them fit in at work. The counseling procedure acquires in the form of sessions where a promoted person is eligible to ask their questions and raise their concerns.

Participating in company maintenance means having primary charges an individual is liable for; the fulfillment of responsibilities on company participants’ behalf is a guarantee for an organization’s prosperity. After being promoted, a person has a new list of liabilities that they have to prioritize in accordance with their competent skills. A leader-to-be does not have to neglect to ask for additional clarifications and instructions for special assignments in case they do not have a clear vision of how to perform them. It enables them to build a positive rapport with the supervision team and helps them present themselves as enterprising people.

A prosperous leader has not to be afraid of interacting with a boss in person, who might help them clarify and detect their duties. Undoubtedly, a boss might help a company participant with their job descriptions and significant responsibility, thus eradicating their misunderstandings. A leader has to comprehend that their task is also to assist other team members in explaining their job descriptions and distributing their liabilities.

To refine workers’ competence, they have to tap into diverse code standards to develop their aptitudes. These code standards are the National Association for the Education of Young Children, the National Afterschool Association, and the Association for Child and Youth Care Practice. These standards might provide a future leader with a comprehensive guidance tool when dealing with ethical situations. Understanding deadlines is the next step a prosperous leader has to make, as when his responsibilities are clear, it is easier to execute them successfully. To succeed in handing in assignments on time, a person has to organize their working schedule to spend a reasonable time on a concrete task. Performing all leaders’ responsibilities to a T predisposes their leadership position in a team.


Chu, M., Sopher-Dunn, K. (2021). Relationship-based early childhood professional development: leading and learning for equity. Routledge.

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