I have recently begun training on The Clore Leadership Programme. As my career has been predominantly within the dance sector I was offered the specialist dance fellowship, supported by The Dancer’s Career Development and The Linbury Trust. Many of the issues I am looking at over this year are not necessarily dance specific. They are generic to the cultural sector and perhaps relevant to leadership in other sectors.
I have been thinking to myself, “What makes a good arts leader in an ever more rapidly changing environment?” I would like to share some of these thoughts here, starting at the creative ‘coal face’ and debunking some of the myths around artistic creation and management. Using the idea of collaborative working as the minimum starting point, I will then discuss the issues of change and consumer choice in the arts sector and suggest leadership models to counter these pressures.
