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留学生毕业论文网:meeting the challenge: Leadership

meeting the challenge Leadership development in the cultural and creative industries
Graham Devlin
Hilary Carty
Nicola Turner
contents
Foreword 6
Executive Summary 7
1 I Cultural leadership in a changing environment 13
2 I Why leadership? The wider context 17
3 I The cultural sector is now investing significantly 23
3.1 Clore Leadership Programme 24
3.2 Cultural Leadership Programme 26
4 I Taking stock and looking ahead 31
4.1 The need for a strategic framework 32
4.2 Diagnostic analysis and the person-centred approach 34
4.3 The contribution of non-executive leadership 35
4.4 Embracing and delivering diversity 36
4.5 Bespoke delivery models 37
4.6 The value of work based learning 38
4.7 The pivotal role of networks 39
4.8 Learning from the cultural and creative industries 40
4.9 The value of entrepreneurial approaches 41
4.10 International engagement and experience 41
4.11 The value and function of evaluation 42
5 I What sort of investment should be made going
forward? 45
6 I Conclusion and next steps:
meeting the challenge 49
Appendix 1: Leadership development case studies 53
• Museums, Libraries and Archives Partnership 53
• NESTA Cultural Leadership Awards 55
• Creating Cultural Leadership South West 56
• Leading Networks Evaluation (National Museum
Directors Conference) 56
• Royal Shakespeare Company 57
• School for Social Entrepreneurs 58
• ICA and the Pecha Kucha Programme 59
• Cultural Leadership Programme Peach Placement 60
Appendix 2: Cultural Leadership Programme activities

In 2005 Gordon Brown, then Chancellor of theExchequer, made £12m available over two yearsto develop leaders in the cultural and creativesectors. Following a ‘Call for Ideas’ and widerresearch into existing provision the CulturalLeadership Programme (CLP) was launched in
留学生论文网June 2006. In November 2007, CulturalLeadership Programme funding of £10m wasconfirmed for 2008-11 as part of theComprehensive Spending Review.At this point, the Cultural Leadership
Programme believes it is appropriate to drawbreath and review the current position ofleadership development in the sectors, placing itin context, recording achievements andexamples of good practice, and looking forwardto the next phase of cultural leadershipdevelopment. Meeting The Challenge sets out todo this. Further, it aims to stimulate individuals,organisations and businesses to embedleadership development in their strategic
thinking and planning.Meeting The Challenge draws on extensive deskresearch including examples from both withinand outside the cultural and creative industries.It is informed by sectoral consultations in
London, Leicester, Bristol and Liverpool, aquestionnaire to the current leaders of 60 majororganisations and a series of group discussionswith leaders from across the sectors. Crucially, itis also based on an analysis of the lessonslearned from the Cultural LeadershipProgramme’s first eighteen months of activity(informed by the ongoing evaluation by DTZConsulting). Taken together, this research hasproduced clear messages about the leadershipdevelopment that the sectors would like to see.Responding to those messages, Meeting TheChallengebegins by acknowledging the sectors’leadership strengths and needs, given their



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