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Leadership style is changing, from the extrovert personality controlling from the front to someone who shares power and develops and fosters relationships, believes Sue Hoyle.
When the Ironbridge Gorge Museum Trust sought a new chief executive it chose someone with a financial background and not a museum one. Paul Gossage explains why.
How does an arts organisation tackle change successfully in difficult economic times? Ivan Wadeson summarises his discussions with four leaders on their approach to change and risk.
Sarah Stannage asks whether we can be confident that individuals and communities will step forward to support the development of local creative economies.
Can artists be viewed as leaders in the conventional sense? Joshua Sofaer investigates what it really means for an artist to be a leader.
Miles Gregory shares 15 tips on how to turn a troubled arts organisation around with the minimum stress for everyone involved.
Clare Cooper sees peer learning and network leadership as the DNA of ‘systems change’
Sue Isherwood on the need for cultural leaders to understand their political culture and context
Organisations’ shortcomings contribute to Arts Council England dilemmas over funding diversity
Claire Antrobus asks whether two heads are better than one, or whether joint leadership models are double trouble
ACE to reframe the work of the Cultural Leadership Programme
Women still lag behind men in the arts – especially in leadership roles. Hilary Carty looks at the issues that lie behind the figures
Trevelyan Wright reveals the path he took to his current role.
Investment in cultural leaders can be scarce, but Sue Hoyle explains how candidates can Clore their way to the top