Leadership Works is an evaluation of the impact and stretch of the Cultural Leadership Programme (CLP) from 2006 – 11.
It comprises a suite of commissioned essays, case studies and videos that illustrate and bring to life the journey and key facets of CLP from its inception in 2006 to the end of its second phase on 2011.
This online hub is designed to be intuitive and interactive. You can explore and filter content by type, theme or tag. Each inner page also features suggestions for related reading, links and videos.
Essays and videos (view as list)
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Context
Foreword
This paper by David Kershaw, Chair of the Cultural Leadership Programme, outlines the aspirations and ambitions that shaped its provision and the partnership working built into its DNA. It sets the context for the sharing of Leadership Works, to provide continuing access to the tremendous learning models, approaches, lessons and strategies deployed by the Cultural Leadership Programme.
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Context
Curating Leadership
This paper by CLP Director Hilary Carty outlines the context, principles and delivery mechanism at the heart of the formation of the CLP, as it set out on its mission to nurture and develop world-class, dynamic and diverse leadership for the 21st Century.
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Outcomes
Strategic Evaluation of the Cultural Leadership Programme 2006-8
This independent evaluation of the Cultural Leadership Programme undertaken by DTZ is based on the assessment of its achievements, efficiency, impact and legacy of phase one of CLP activity, from its launch in June 2006 to July 2008.
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Outcomes
Economics of Cultural Leadership 2008-10
This report examines the range of impact measures for the Cultural Leadership Programme, analysing the range of economic impacts, with a particular focus to improved financial outcomes for organisations.
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Outcomes
Grand Narratives and Small Stories
Drawing on all the pieces in ‘Leadership Works,’ and a range of consultative workshops and interviews this work highlights lessons learnt from the experience and delivery of the Cultural Leadership Programme
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Work based learning
CLP Leadership Networks Report
The Cultural Leadership Programme supported 30 Leadership Learning Networks across the sector, through tailored programmes that included mentoring, coaching, shadowing, exchange, action learning and peer-to-peer support.
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Work based learning
Coaching Impacts and Culture
These two essays consider the impact of the Cultural Leadership Programme’s coaching strand, through the research and practical work of Tessa Brooks, and through the Dynamics of Leadership Coaching programme, and its impact on the 140 participants involved.
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Work based learning
Facilitating Leadership through Action Learning
This paper outlines the work of the Leadership Skills Facilitation programme, which developed participants’ skills in leadership through learning to facilitate action learning sets.
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Work based learning
Creative Choices
This essay examines the development and learning from the delivery of Creative Choices, a web-based career advisory service for emerging and mid-career leaders across the sector.
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Work based learning
CLP Peach Placements
This paper explores the Cultural Leadership Programme’s Peach Placements, part of the Work-based Learning strand, which offered Opportunities for real time experiential learning through intensive leadership placements.
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Work based learning
BAME Leadership in the Creative and Cultural Industries
This evaluative essay reflects on developments since the benchmarking study of Black and Minority Ethnic (BAME) leadership, undertaken for CLP by the Change Institute in 2008. It profiles the Powerbrokers leadership development strand and highlights key themes and opportunities for BAME leadership in the sector.
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Work based learning
Coaching Culture
Profiling Dynamics of Leadership Coaching, with contributions from recent graduates
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Work based learning
Peach Placements
Following a Placement at the National Portrait Gallery
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Work based learning
Powerbrokers
This film explores the importance of diversity in leadership through Powerbrokers
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Meeting the challenge
Meeting the Challenge
This evaluation provides a detailed examination of Meeting the Challenge, a 3 year initiative which aimed to embed leadership development in the creative sector through supporting partnerships to design and deliver their own development programmes.
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Meeting the challenge
Meeting the Challenge
Meeting the Challenge, which aimed to embed leadership development within the sector.
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Development priorities
Artist Practitioner Leadership Development
These two essays look at the needs of artist practitioners in the cultural sector through the implementation of two programmes: Method and Independents, which supported independent professionals with tailored leadership development on their own terms.
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Development priorities
Artist Practitioner Placements
This essay reflects on the relationship between artist practitioners as leaders and organisational leadership through the experiences of the Artist Leadership Development Placements.
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Development priorities
International Cultural Leadership
This report stimulates discussion about the qualities, values, skills and ways of working essential to enabling and developing international cultural leadership, providing a proposed competency framework as a basis for knowledge exchange and deeper debate.
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Development priorities
Disability Leadership
This discursive essay on disability leadership looks at the diverse collective that is Sync from the perspective of its Founders, and explores its very unique principles, approach and delivery.
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Development priorities
Women on the move
This essay looks at the key findings of research commissioned by CLP on the challenges facing women leaders, it looks at the impact of the CLP initiatives as well as the issues that still remain in supporting real change for women in leadership.
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Development priorities
Governance Leadership
This essay looks at the CLP’s approach to Governance through research-based provision, sector perspectives and direct provision.
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Development priorities
Sync
This film explores Sync, CLP’s programme to support Deaf and disabled leaders.
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Development priorities
Artist Practitioner
explores the aims and ambitions of CLP’s Artist Practitioner Leadership strand
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Development priorities
Women to Watch
This film highlights ‘Women to Watch’ through the experiences of three participants.
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Intensive learning
Intensive Learning
This paper looks at the range of Intensive Learning opportunities supported by the Cultural Leadership Programme, identifying the benefits of this approach and the dominant themes that have emerged.
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Intensive learning
Leadership Unleashed
Leadership Unleashed through the experiences of its participants and facilitators
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Resources
CLP Research and Online
These two papers cover the wide presence of the Cultural Leadership Programme’s work, looking at the commissioned research, debates and resources, as well as the online environment as accessed through the CLP web hub.
Case studies (view as list)
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Work based learning
Harpreet Kaur
Harpreet Kaur, creative producer and arts project manager, reflects on her Powerbrokers International Leadership Placement in Beijing as an opportunity to build leadership confidence.
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Work based learning
Delia Barker
Delia Barker, Co-Director of the English National Ballet School, considers how a Powerbrokers International Leadership Placement helped her to step out of the comfort zone and up to her leadership potential.
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Work based learning
Virginia Tandy
Virginia Tandy OBE, Director of Culture for Manchester City Council, reflects on the importance of continued development for senior leaders and the achievements of the Women Leaders in Museums Network.
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Development priorities
Sue Williams
Sue Williams, an artist and senior policy maker at Arts Council England, considers how Sync Intensive has helped to expand her potential and challenge her thinking about leadership.
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Development priorities
Tony Heaton
Tony Heaton, Chief Executive of Shape, reflects on how CLP initiatives such as Beyond the CEO, and Leading Through Change have helped him influence at a national level.
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Development priorities
Julie Freeman
Julie Freeman, an artist practitioner working to enable deeper understanding of nature, describes how the Method brought together her practice with her interest in business.
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Development priorities
Rhian Hutchings
Rhian Hutchings, a senior manager at the Welsh National Opera, describes Leadership Unleashed as an opportunity to reflect on her own practice and explore new tools for leadership.
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Intensive learning
James Whitmore
James Whitmore, Managing Director of Postar, reflects on the importance of working with peers from other parts of the creative industries through Advance Leadership.
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Intensive learning
Mark Wright
Mark Wright, Director of People Create, describes how through designing and facilitating a range of development opportunities for the CLP, he has reflected on his own leadership practice.
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Meeting the challenge
Nick Starr
Nick Starr, Executive Director of the National Theatre, describes how Step Change, part of CLP’s Meeting the Challenge programme, sought to provide development opportunities for a diverse range of participants.
