The cultural leadership handbook : how to run a creative by Robert Hewison

By Robert Hewison

Content material: Contents: advent; problem: context; problem: management; problem: values; problem: cultural price; problem: creativity; problem: assets; problem: abilities; problem: taking the lead; Bibliography; Index

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No single individual will have absolute power: leaders are ultimately only as good as their followers. Creative organizations are driven by values. To be a leader, you need to know yourself. The following challenge is to discover what your own values are. 15 Resources and reading There are literally thousands of books and online sources that will tell you about leadership in general, usually with business models in mind. The same is true of academic approaches to leadership, where all business schools will offer leadership training as part of their courses.

The layout of offices was changed to make them open plan, with Boyd and Heywood accessible at opposite ends of the main floor. 39 The Cultural Leadership Handbook 40 Although Boyd and Heywood did use an outside consultant – an expert in organizational development, Dr Mee-Yan Cheung-Judge – to advise them and work with the senior team, they quickly realized that if the changes they wanted to achieve were to stick, they and the whole of the RSC would have to lead the process for themselves. They would have to own the process, not have it directed from outside.

It helps avoid the conformity of ‘groupthink’. Diversity is one of the keys to creativity. • Tolerate a certain amount of ambiguity, and stay flexible. No plan entirely survives the process of implementation, nor should it. Having a clear idea of your goal is what matters. • Remember that you are leading the organization, not just running it, so think about leadership issues first, and management issues second. • Always be ready for change: a crisis is always an opportunity. • Keep learning. And finally: keep some time for yourself, to think and recharge your batteries.

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