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What Makes a Leader Successful?

1

Pagination
Reference List
Introduction
Project Objectives
Key Term Definitions
Theoretical Frameworks to Support Argument
Line of Argument (Hypothesis)
Case Study Examples I will Explore

3-4
5
5
5
6
6
6

Research Findings
Case Study: Royal Shakespeare Company (RSC)
Event Background
The Purpose of the Event
Project Methodologies used by the Project Manager to Achieve the Purpose
Challenges to Success; Initial Short-term Problems Identified
Challenges to Success; Long-term Problems Identified
Established Methodology Implemented
How Project Methodologies for Change Were Delivered
How Project Methodologies for Change affected Context at the RSC
Staff Reaction
Measures of Success
Event Leader Profile: What makes them Successful?
Conclusion; what it means to lead successfully?

7 - 27
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8-9
9
10 - 15
15 - 16
16 - 17
17 - 21
21 - 22
23 - 26
26 - 27

References
Bibliography

28 - 31
28

2

Reference List
References (R): Denotes a web article, industry journal, and book or quote source to evidence a point or
argument and is used as a prefix, followed by the reference number in the essay text as follows:
1
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http://www
...
com/definition/english/leadership
http://www
...
com/definition/english/leadership
http://www
...
com/definition/english/make?q=makes
‘Extending Ensemble to the Whole Company’, paragraph 2, pg51, All Together: A Creative Approach to Organisational Change by
Robert Hewison, John Holden and Samuel Jones
...

‘Summary: the challenges facing the new leadership of the RSC in 2003’, line 3, pg42, All Together: A Creative Approach to
Organisational Change by Robert Hewison, John Holden and Samuel Jones
...

‘Summary: the challenges facing the new leadership of the RSC in 2003’, line 5 pg42, All Together: A Creative Approach to
Organisational Change by Robert Hewison, John Holden and Samuel Jones
...

‘Summary: the challenges facing the new leadership of the RSC in 2003’, line 6, pg42, All Together: A Creative Approach to
Organisational Change by Robert Hewison, John Holden and Samuel Jones
...

‘Summary: the challenges facing the new leadership of the RSC in 2003’, line 10, pg42, All Together: A Creative Approach to
Organisational Change by Robert Hewison, John Holden and Samuel Jones
...

‘Summary: the challenges facing the new leadership of the RSC in 2003’, line 8, pg42, All Together: A Creative Approach to
Organisational Change by Robert Hewison, John Holden and Samuel Jones
...

‘Executive Summary’, paragraph 3, pg17, All Together: A Creative Approach to Organisational Change by Robert Hewison, John
Holden and Samuel Jones
...

‘The Principle of Ensemble as an Organisational Practice’, paragraph 2, pg18, All Together: A Creative Approach to Organisational
Change by Robert Hewison, John Holden and Samuel Jones
...

‘Ensemble and Collaboration: Placing the RSC in a Wider Context’, paragraph 2, pg53, All Together: A Creative Approach to
Organisational Change by Robert Hewison, John Holden and Samuel Jones
...

‘What Does Ensemble Mean?’ paragraph 3, Pg47, All Together: A Creative Approach to Organisational Change by Robert Hewison,
John Holden and Samuel Jones
...

‘Extending Ensemble to the Whole Company’, paragraph 2, Pg52, All Together: A Creative Approach to Organisational Change by
Robert Hewison, John Holden and Samuel Jones
...

‘Actions to Promote Ensemble’, paragraph 1, Pg58, All Together: A Creative Approach to Organisational Change by Robert Hewison,
John Holden and Samuel Jones
...
org/stream/WalterRussellTheSecretOfLight/WalterRussell_TheSecretOfLight_djvu
...

‘Leverage the Covert Process to Deliver Results’, paragraph 2, Pg138, All Together: A Creative Approach to Organisational Change
by Robert Hewison, John Holden and Samuel Jones
...

‘Reconfiguring the Role of Human Resources, line 1, Pg67, All Together: A Creative Approach to Organisational Change by Robert
Hewison, John Holden and Samuel Jones
...

‘Evidence of Cultural Change’, paragraph 3, Pg96, All Together: A Creative Approach to Organisational Change by Robert Hewison,
John Holden and Samuel Jones
...

‘The Changing Context for Institutions’ paragraph 5, Pg36, All Together: A Creative Approach to Organisational Change by Robert
Hewison, John Holden and Samuel Jones
...


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37
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All Together: A Creative Approach to Organisational Change by Robert Hewison, John
Holden and Samuel Jones
...
‘Ensemble in the Theatre and the Acting Company’, paragraph 2, Pg50, All Together: A Creative Approach to Organisational Change
by Robert Hewison, John Holden and Samuel Jones
...
‘Ensemble Leadership: A Paradox’, paragraph 2, Pg54, All Together: A Creative Approach to Organisational Change by Robert
Hewison, John Holden and Samuel Jones
...
‘Ensemble Leadership: A Paradox’, paragraph 3, Pg55, All Together: A Creative Approach to Organisational Change by Robert
Hewison, John Holden and Samuel Jones
...
‘Actions to Promote Ensemble’, paragraph 2, Pg57, All Together: A Creative Approach to Organisational Change by Robert Hewison,
John Holden and Samuel Jones
...
‘Fatigue with the word Ensemble –but not with the Concept’, line 3, paragraph 1, Pg109, All Together: A Creative Approach to
Organisational Change by Robert Hewison, John Holden and Samuel Jones
...
‘Fatigue with the word Ensemble –but not with the Concept’, paragraph 5, Pg110, All Together: A Creative Approach to
Organisational Change by Robert Hewison, John Holden and Samuel Jones
...
‘Measurement’, paragraph 2, Pg77, All Together: A Creative Approach to Organisational Change by Robert Hewison, John Holden
and Samuel Jones
...
‘What Does Ensemble Mean?’, paragraph 2, Pg49, All Together: A Creative Approach to Organisational Change by Robert Hewison,
John Holden and Samuel Jones
...
Pg48, A cultural Leadership Reader: cultural leadership program, edited by Sue Kay and Katie Venner, with Susanne Burns and Mary
Schwarz
53
...
Pg42, The Illusion of Control, A cultural Leadership Reader

Figures (F): Prefix denotes a figure, image, photo, illustration, chart, table, map or visual example to evidence a
point from a webpage, journal, article or book publication source
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2
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wikipedia
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jpg
http://en
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org/wiki/Royal_Shakespeare_Theatre#mediaviewer/File:Detroit_Publishing_Company__Shakespeare%27s_Memorial_Theatre,_Stratford-on-Avon,_England
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files
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com/2010/03/4-dimensional-model-of-sustainable-leadership-jpeg
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com/wp-content/uploads/2013/12/Mihaly-Csikszentmihalyi-flow-model-challenge-skill
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catalystonline
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jpg
http://mandelberg
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4

Introduction
In this essay I will explore the theoretical and practical considerations in leadership with a closer
look at addressing the question of “what makes a leader successful?” The essay takes its reader
through an example provided by the report titled All Together: A Creative Approach to
Organisational Change by Robert Hewison, John Holden and Samuel Jones
...

The findings discuss in an objective manner these qualities and how they appear to affect their
colleagues
...


Project Objectives
The objectives of this essay are to research and develop a comprehensive understanding in theory
and practice what a leader is? And what makes them successful? By answering the question of,
what made the organisational change successful? I conclude with my own thoughts on what it
means to lead successfully? With references provided by the report document All Together: A
Creative Approach to Organisational Change by Robert Hewison, John Holden and Samuel
Jones
...


Key Term Definitions:
Leadership, a Definition:
“The action of leading a group of people or an organization, or the ability to do this:
different styles of leadership
...
oxforddictionaries
...
”, “An organization or
company that is the most advanced or successful in a particular area
...
oxforddictionaries
...
oxforddictionaries
...
It
could be said that all leaders are successful and they are, but not all successful people are leaders
...
I believe the only difference is awareness and ‘articulation’ in
decision making
...
One’s
success, is not necessarily the same as another’s and what a leader is and what it means to lead
successfully I hypothesise is simply a matter of perspective and context
...


Case Study Example I will explore:
I will be exploring the documented organisational change at the Royal Shakespeare Company in
the case study titled: All Together: A Creative Approach to Organisational Change by Robert
Hewison, John Holden and Samuel Jones
...
Finally, who the event leaders
are and how they might be deemed successful
...
In this context the type of leadership explored in
this example is transformational using principles that are rational, pragmatic promoting greater
adaptation with a more engaging company culture; moving from cultural decentralisation
(segregation in the form of a small group in control of artistic planning with other small social
and performance cliques) and company culture fragmentation to centralization
...
Where the
organisational change would allow the company to grow and be competent to face new industrial
and market challenges in the 21st century
...


Project Methodologies used by the Project Manager to Achieve the Purpose:
Methodologies were used to ensure that the process of organisational change occurred with as
little resistance as possible
...
His first action I
believe was to employ research management to address and understand the company’s
typologies and systems: the who, what, when, where, how and why
...
Not only does this establish the type of leadership applicable to complete the
‘mission’, but to accurately predict the types of response that will meet it and how to create an
environment which can meet those new challenges; building resilience
...

I believe the successful leader, Michael Boyd, balanced the four dimensions of leadership:
cognitive intelligence, emotional intelligence, narrative intelligence and ethical intelligence
...
These are later extrapolated upon in Established
Methodology Implemented
...
He also argued that the
organisation as a whole should become more of an ensemble, by breaking down the walls
between operational staff and artists, and between the cultures of managers and artists
...

Creating a common understanding of external expectations of the organisation is one essential
function of leadership
...
This brought a strong sense of loyalty and community, but an adherence to
traditional practices and values by some staff did not always contribute to the creation of a
highly integrated organisation
...
” (R5)

Challenges to Success; Long-term Problems Identified:
I believe Greiners 1972 five phase diagram illustrates some of the long-term challenges
experienced at the RSC as show below;
Phase 1 – Growth through Creativity; Crisis of Leadership
“· How to restore the confidence of senior management
...
” (R7)
Phase 2 – Growth through Direction; Crisis of Autonomy
“· How to restore relations with supporters, sponsors and funders, especially the Arts Council
...
” (R9)
Phase 3 – Growth through Delegation; Crisis of Control
“· How to deal with a looming financial deficit
...
” (R11)
Phase 4 – Growth through Coordination; Crisis of Red Tape
“· How to do all these things, and continue to show artistic leadership by mounting critically
successful productions
...
” (R13)
“· How to manage the reconstruction of the RST, for which the Arts Council had set aside £50
million in Lottery funding, but which would cost more than double that
...

Ensemble defined in terms of values were:
· “A commitment to the unexpected, born out of trust and the time the company spends together,
· A belief that the whole is greater than the sum of its parts,
· A rigorous approach to training,
· A duty to experiment,
· A celebration and nurturing of the skills of emerging artists,
· Creative communication across theatre disciplines, and;
· Curiosity for and engagement with best practices from other cultures and disciplines
...
Where balance is
synonymous with change as a universal principle which operates regardless of company,
employer or employee actions and attitudes
...
Companies and beings built to change rather than
built to last
...


The principle of ensemble as a moral practice was described as;
-“Ensemble should be thought of not only as a management tool, but as a set of moral principles
that remains constant as a guide to leadership decisions and administrative actions
...
”
-“It is also a moving target in that it can be rearticulated to meet changing needs and
circumstances
...
Successful leaders respect, where respect fosters trust and invites
participation
...
They build systems of thought and action which are open, inherently collaborative
...


Making difficult choices and gaining experience of challenging situations through stress, appears
to build integrity and depth of character
...
In work
ethic, we find transformational and practical leadership
...


The principle of ensemble as an organisational practice
...

In turn, that resilience is generated by creating shared terms of engagement – they cannot be
imposed – that govern the relationships between different people and functions
...
Instead of attempting the now impossible task of
micromanaging specialised, knowledge-driven functions, leaders must pay attention to
developing the norms of responsibility, honesty and trust within the organisation that enable
people to work together
...
” (R19)
- “Boyd spoke of ensemble being increasingly in tune with the zeitgeist
...
”
(R20)

“The more information moves around a network, the more the network itself is strengthened
...
In other words,
places have their own psycho-geography, and the quality of the relationships within a network is
affected by the way that physical spaces encourage or inhibit contact and communications
...

-Altruism the moral imagination and the social perception to see that the whole is greater than
the sum of its parts
...

-Empathetic Curiosity: Caring for others with a forensic curiosity that seeks new ways of being
together and creating together
...

-Compassion engaging with the world and each other, knowing that there may well be mutual
pain in doing so
...

-Humility: The person who has nothing to learn is certainly incapable of creative dialogue
...

-Love: The ability to be inspired by your whole self and by the whole self of others
...

-Patience: Only really possible and only really called upon in a company that stays together this
long… Patience to develop relationships with each other as fellow artists
...

For an arts organisation, leveraging the key covert processes is critical in securing change
outcomes, particularly as the staff will likely hold great visionary aspirations for the art form
and impact of the organisation
...
” (R22)

12

The principle of ensemble as a reward and education practice
...
Already we have been investing in training and developing
opportunities for assistant directors, costume makers, designers and workshop craftspeople
...
” (R23)

The key principles agreed were that the change process and interventions should:
1
...
The acting change manager pioneered a sympathetic ear to
the existing board and designed an attractive intervention, backed by the board which would
be directed towards mobilising the organisation to define ensemble for itself, to personalise
and internalise its meaning and to increase the capacities of people to take their own
decisions
...
This by analogy, would be akin to improvisation,
which just so happens to be intrinsic to theatre ensemble
...
” (R25) This is because it embraces
the universal principle of change, which is the method and cycle of growth
...
” (R26)

13

In order to lead human beings, successful leaders must articulate the human, humanising the
phenomenon of work through pressure and relaxation (applying emotion to the metal; intuitive
technology found in theatre production) and by extension: demonstrating our trials and
tribulations in the fulcrum of a moment or action, where: life is tempered by the heat of our
tribulations and the cooling of our triumphs
...
To
apply this in the physical world, this principle can be summarised in the words of Walter Russell:
“Each is actually the cause of the other
...
” (R27)

I believe that realising leadership requires a continuum and not a series of actions and effects in
isolation is a method which will lead to further success
...

The second key principle;
2
...
Ensemble needed to be co-constructed by this group, not be imposed upon them
...
”
(R28)

I believe through inception, the idea of ensemble has been planted into the subject’s minds and
allowed to grow naturally; in this case the community at RSC feels it has created the idea (for the
most part) of ensemble
...
The co-creation aspect
draws the community together; the change manager and the board only then needs to cultivate
and steer the continuum through open dialogue to instigate renewed legacy; which is
sustainability-in-action
...
It also enables meditation, freeing
expression to enhance problem solving ability (linking to RSC’s new found high-level strategy
making ability) on emerging challenges within the community; play as the highest form of
research management where rationality to abstraction produces idea, which can only come about
in an environment of trust born from culture
...


14

With regard to change and its relationship to abstraction, Bob Marshak has been quoted as
saying: “(Ensemble) Has shown that change needs to work beyond the level of reason
(rationality, analysis and logic) and extend to addressing organisational politics (individual and
group interests), inspirations (values-based and visionary aspirations), emotions (affective and
reactive feelings), mind-sets (guiding beliefs and assumptions) and psychodynamics (anxietybased and unconscious defences)
...

The RSC’s senior management, Dr Cheung-Judge used a five-phase model of organisational
cultural change to describe the stages through which an organisation reinvents itself:
“1
...

2
...

3
...

4
...
Cultural
meanings become cultural practice in everyday behaviour
...
Formative phase: the ‘new’ culture is established and achieves structural form
...
Cheung-Judge presented a more coherent
vision of the company’s transformation cycle with a greater understanding of opportunities for
entrepreneurship
...
Cheung-Judges new found perspective,
the migration to a more distributed form of responsibility to its staff by owning their roles
emerged
...
Specific appointments, such as the Training and
Development Manager, were made to develop the capacity
...
” (R32)
-“Efforts to flatten hierarchies within the organisation revealed deficiencies in management
skills
...
It has become apparent that
increasing skills and capabilities to meet new responsibilities is an essential part of managing
change
...
” (R33)

The differing views expressed at the facilitated meetings made Boyd and Heywood recognise
that change was progressing at different rates in different departments
...
Embedding
cultural change within a five year time frame, contrary to typical projections for operations such
as these
...
” (R34)
· “The speed at which organisations need to function, in order to remain competitive in the face
of changing consumer expectations and rapidly changing externalities, means there is no longer
time for decisions to flow up and down hierarchies making the devolution of decision making
essential
...
” (R36)

16

-“Discussions in the Steering Group raised awareness of issues that affected behaviour across
all departments
...
Working groups were established, drawing
together members of the company
...
” (R38)
· “The RSC began to use Tessitura, an integrated customer database for fundraising,
membership, ticketing and marketing
...
Tessitura is itself a system that is continuously developed by its
subscribers in the cultural sector
...
Representatives of different departments either
invite others to see what they do or visit meetings in other areas to explain their work
...
” (R40)

Opening up the Artistic Planning process (see chapter 4) has also had several benefits:
· “Involving more departments in the planning process to help anticipate problems and allow
others more time to prepare for instigated change by management
...
One member of
staff described the effect of these changes, saying that; “previously, Artistic Planning was
thought to be too commercially sensitive
...
” (R42)

Staff Reaction:
Retrospective analysis of the principle of ensemble in the “All Together” organisational change
report I find;
Initial resilience was experienced from staff initiating the change with a gradual acclimatisation
to organisational change, assisted by clear communication of what was happening at each stage
of the process
...
Given enough time this would dissipate entirely
providing the management team to effectively use the Hersey and Blanchard Situational
Leadership cycle as a peripheral tool to monitor challenge and motivation produced by ensemble
without attempting to micro-manage
...

In addition, as the work of the organisation changed and expanded, the RSC needed to create
new functions not previously associated with theatre practice, for example in IT, education and
digital media
...
” (R43)

18

Pre 2008

(F5) Tuckman’s Group Development Model applied

Post 2008

to RSC’s Change in Staff Matrix before and after

ensemble
...
But an
ensemble is not a family
...
” (R44)
Exploring the paradox further;
“The difficulty of striking a balance between the shared exploratory process in the rehearsal
room and the imperative of being on budget and on schedule quickly became apparent in the
course of our research
...
There is a further paradoxical relationship
between the practice of ensemble as a creative and administrative process, and the fact that the
RSC is judged by its product: what ends up on stage
...
” (R45)

19

Crucially, the transformational leader, Michael Boyd and the company now realise and have
provided cultural capacity for change
...
This experiment
would require a charismatic, transformational figure like Michael Boyd to take that leap of faith
...


The company could even hold experiments within its company much as it would typically do
with plays and rehearsals to ‘act-out’ management scenarios
...
It could even develop new styles and techniques of acting for later
shows
...
The RSC, she told us, has to have a visionary
Artistic Director but: ‘the challenge then is to take that from an autocracy to an empowered
group of people all working together to develop a vision’
...
” (R46)
I therefore summarise; Ensemble (employee autonomy, empowerment, shared artistic direction)
vs
...
The process was less linear than a
list of ‘inputs’ implies, and, in fact, combined:
· Conscious interventions, including introducing external help to facilitate the change process
· Leadership in the form of leading by example, providing rhetoric that reflected the
organisation’s emerging narrative back to itself, and decision-making
...
” (R47)

Failure is no stranger to greatness; failure is no less vital than success, they are born from each
other
...
It is widely recognised that the latter is impossible, but this can debase
the rhetoric, and a degree of cynicism starts to creep in
...
Some
interviewees for this research rejected the word, because of its foreignness and ambiguity, while
respecting the values it represents
...
” (R49)
Thus we can conclude that the successful leader acknowledges company culture and language as
an integral part to a continuum; language and its effectiveness, its nuance and refreshing allure
degrades over time, so language must be refreshed to appeal to a new generation of company
employees and ideals
...
This measurement process would also set a target date by which
ensemble working should be achieved…

21

Our own solution to the problem of measurement was to look for evidence of change in three
main areas:
· External validation
· Internal networking:
· Official working networks (UCINET): who works directly with whom across the organisation?
· Informal working networks: who sees whom regularly during their working hours?
· Social networks: who sees whom in social contexts?
Observational informal networks play a vital part in the life and work of modern organisations
...
But when unexpected
problems arise, the informal organisation kicks in
...
Highly
adaptive, informal networks move diagonally and elliptically, skipping entire functions to get
things done
...

Its stated aims are:
· “to connect people with Shakespeare
...
”
· “and to work through the principles of ensemble
...
They create experiences as the product
...
Through individual and collective
cultures they may develop their own Joie de vivre Index
...


22

Event Leader Profile: What makes them Successful?
The individual leading organisational change for the Royal Shakespeare Company between 2007
onwards was Michael Boyd
...

From the information documented in the report All Together: A Creative Approach to
Organisational Change by Robert Hewison, John Holden and Samuel Jones, I believe Boyd used
an intuitive, balanced and relatable methodology to provide organisational change at the Royal
Shakespeare Company
...
Michael is cognizant of the inspiration,
respiration, perspiration, expiration cycle (R6)
...
” (R52)

Boyd has taken calculated risks
...
Boyd has audited their resources and
weighed the risks to benefits in all their dimensions
...
In this way the successful leader knows that risk is present
at every stage in the lifecycle of ideas and relationships
...
Real success appears to come in the form of knowing when to take risks and reap the
benefits
...
This in my opinion is more of the management side of leadership; caring for an existing
framework with limited opportunity for open systems and a preference for close systems
...


If one follows the balanced ideal, one always preponderates and is born from the other
...
Negentropy is viewed as the
opposite of the ‘scarcity’ entropic economy framework and is built from the ‘abundance’
economy framework
...

Ichak Adizes company life cycle) as in the case of Phil Redmond
...


(F6) Dr
...


They have the attractor factor (X-factor)
...
He or she therefore is articulating the world and the world corresponds to the
totality of the practice as a sign
...

Behaviour is felt rather than thought through the power of emotion and when emotional leverage
can be the most powerful tool in personal change, successful leaders whom engage people
through cognitively and emotional intelligence are the most effective in driving change
...


Habitats of happiness arguably like that produced by Boyd at the Royal Shakespeare Company
with transformational leadership are the aspirations of company culture in the corporate world, to
develop inimitable cultural equity
...
I believe to be congruent means to measure their
happiness and gage whether their goals and commitments are in alignment with their wants and
needs
...
The successful leader makes each personal engagement a special one
...
This process
allows them to ask the right questions, which drives more fulfilling decisions; planning,
scheduling and execution, living and working with purpose
...


This process empowers themselves and their teams and are in a position to overcome most
situations and challenges by realizing that their biggest challenge is the one that lies within
themselves and in order to change their circumstances, they must first change their minds about
it
...


Simultaneously, I believe they provide a balanced approach, knowing that the team and their
own desires are limitless, while their resources are limited
...
I believe the way in which ensemble has been articulated; these disciplines have made
the work at the RSC and their colleagues extraordinary: they produce shows which obsession and
excitement can be built around internally and externally
...
The same could be said of creative complacency, new life
has been invigorated
...
By imitating nature in principle the leader gets an honest
view of his or her situation
...
Building and using
pressure (tension) to provide vigour and relaxation (release)
...
He or she works knowingly with
these principles in all aspects of being, thinking and doing so as to embody balance and develop
a workable living philosophy
...
The successful leader wields these forces so as to
move the minds of men and women and is considerate to work with nature so that mutual benefit
is reached
...
The spiritual aspect is the living aspect while the pragmatic is the workable
...
In this way the successful leader becomes a model
of good relationship building and business; he/ she makes people smile, fills them with joy and is
quick to provide redemption and catharsis
...


26

He or she embraces play, relinquishing control, later balancing with grounding and control
...
’ Quintessence is fulfilment of a goal through, but not limited by these four
dimensions
...


The successful leader makes calculated and informed decisions through research management as
an imperative: he/ she is a master of the cycles, typologies and of discerning truths from
illusions; where truths are self-evident
...
I believe my hypothesis to be correct, while itself subject to the continuum of
reinterpretation and re-inscription; based on the objective and subjective cycle
...
That is the starting point
...
the impact of [making] a book, or reading
or seeing something – that is an impact that an artist has beyond expectation or even
knowledge
...
In this paradoxical process,
the key management attribute is the courage to carry on participating creatively in the
conversation in which new meaning emerges, in spite of not knowing (Streatfield, 2001)
...
I believe this complex age calls for honesty
with ourselves and courage with the world to say, ‘Hey, I just don’t know, and what’s more,
that’s OK”
...
, Holden, J
...
, (2010) All Together: A Creative Approach to Organisational
Change, London: Demos [Online here:
http://www
...
org
...
pdf]

Kay, S, Venner, K, Burns, S, Swartz, M, (2008) A Cultural Leadership Reader
...
culturalleadership
...
uk/
...
pdf]

Hewsion, Robert and Holden, John (2011), The Cultural Leadership Handbook: How to Run a
Creative Organization, International Journal of Cultural Policy Volume 10, Issue 2

Kouzes, J & Posner, B (2007) The Leadership Challenge
...
Oxford:
Goodfellow Publishers

Austin & Devin, Artful Making: What Managers Need to Know About How Artists Work,
Introduction and Managing When You Don’t Know Where You’re Going
...


Michael M
...

Theartsmanager
...
New Jersey; Financial Times, Prentice Hall

28

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Adirondack, S (2006) Just About Managing? 4th Edition
...
& Charnaron, J (Eds) (2007) Leading and Managing Creators, Inventors and

Innovators: The Arts, Science and Craft of Fostering Creativity, Triggering Invention and

Catalyzing Innovation, Praeger, Westport, Conneticut

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