1. Introduction
This is the final report of a task force established by the Clore
Duffield Foundation in January 2002 to consider ways to improve
cultural leadership in the UK. Its proposals have been submitted to
the Foundation's Trustees. The task force engaged in a wide
consultation with organisations in the cultural sector, and received
written comments from more than 175 people, a large majority
supporting the initiative.
2. The Question of Leadership
The task force identified a number of recent studies testifying to a
crisis in cultural leadership - a crisis confirmed by its own
consultation. We argue that cultural leadership is distinct from
management competencies, and that it is generically different from
business leadership. Changing conditions in the arts and heritage
suggest that new forms of creative leadership will have to be
developed, with an emphasis on 'relational' leadership that nurtures
the team. While recognising generic differences within the cultural
sector, a cross-sectoral approach is to be adopted.
3. Guiding Principles
The task force adopted a consultative, demand-led approach so as to
ensure ownership in the sector. The initiative would be long term,
and invest in people rather than in things. The following mission
statement is proposed:
Our purpose is to improve the quality of leadership for cultural
organisations in the United Kingdom.
Leadership is practiced at all levels within an organisation; it is
defined as the ability to conceive and articulate a direction and
purpose, and to work with others to achieve that purpose in both
benign and hostile circumstances.
We will develop leadership abilities by creating opportunities for
specialist training in cultural management and leadership skills,
stimulating policy research, assisting mentoring and secondments,
and supporting the exchange and communication of ideas both
nationally and internationally.
4. The Task Force Proposal
The task force is proposing a Clore Leadership Programme that would
be an intensive yet flexible, modular scheme available to
participants over a two-year period, and managed by a Directorate.
The Programme would be open to people with professional experience
and proven leadership potential from all forms of cultural
organisation, including administrative and funding bodies. There
would be no age restrictions, but the emphasis would be on creating
a new generation of leaders. Participants would be referred to as
'Clore Fellows', who would develop their leadership qualities by
taking part in a selection from the following proposed seven
elements: Secondment to other organisations; a specially devised
intensive Cultural Leadership Course; Coaching by an individual
coach; Bursaries to attend existing courses; Research Fellowships to
undertake research on cultural policy; Mentoring by professional
colleagues; and an annual gathering (The 'Cultural Leadership Lab')
to address relevant issues. An alumni scheme and network
opportunities would extend from these in due course.
5. The Schedule
Following the appointment of a Director, the various elements in the
Programme would be introduced over a two-year period, with a major
review at the close of Year 5.
6. The Participants
The route of Clore Fellows through the Programme would be
individually chosen, but all would take part in the Cultural
Leadership Course. The annual intake would be in the order of 20.
7. The Directorate
The Programme would be managed by a Director supported by a small
staff, and remain part of the corporate structure of the Clore
Duffield Foundation, with an Advisory Board of appropriate experts.
8. Partnerships
The Clore Duffield Foundation would establish a consortium of
national arts institutions which would take secondees funded by the
Programme on a regular basis. The Directorate would also work with
other partner organisations in order to widen the ownership of the
Programme and increase its resources. In addition to partnerships
with funding bodies, alliances would be formed with both providers
of training services and users of services generated by the
Programme.
9. Related Issues
The task force's research revealed anxiety about a number of related
issues believed to inhibit cultural leadership: governance; salary
levels; organisational change; methods of appointment. While
acknowledging their urgency, the Programme's primary focus would be
on developing individual leadership qualities. Improvement in this
field should lead to improvements in these important areas.
10. Conclusion: The Criteria for
Success
As the proposed Programme is dedicated to developing individual
human resources, its outcomes would be hard to measure
statistically. Its success would be judged by the efficiency of its
implementation, the partnerships and participation it achieved, and
the future progress of Fellows. Above all it would be judged by its
contribution to raising the confidence of the cultural sector and
strengthening its leadership.
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