Changing a child care system through director leadership and environment

This study explores the organizational change process in a suburban child care center as assessed by the writer's systematic written observations conducted over a ten month period, standardized instruments, and structured interviews that were video and audio taped. The writer worked as a mentor within the child care system. The action research concentrated on the change process from two perspectives: (a) change through director leadership, and (b) change through the environment of the child center.;The standardized measures used in the study include the following: (1) Early Childhood Environment Rating Scale (ECERS) and the Infant/Toddler Environment Rating Scale (ITERS) using a pre and post testing method, (2) Kouzes and Posner Recalling A Best Personal Leadership Experience using structured interviews and (3) Kouzes and Posner Leadership Practices Inventory (LPI).;The research revealed that systemic changes occur in a child care center when the director builds caring/consistent relationships with the total system and empowers the staff and others through leadership. The research also shows that the director's recognition of the importance of enriching and changing the child care environment positively impacts the organization.