Extend Project Outcomes 2014–15

Summary: Group 1

Group: Alton Brown, Nicola Gilcreest, Kate Self, Fiona Smith, Kamina Walton — Peripatetic

As part of the Extend Leadership Programme 2014–2015, the Peripatetic group project sought to: explore the role of Artist as Leader; creative leadership; how to influence approaches to change within educational and learning environments; and the impact of this research on the development of our own practice. We aimed to better understand creativity in the context of leadership through a range of methodologies which included desk-based research, a series of interviews with professionals, collective writing, and hosting an exploratory event with potential young leaders.

From our research, we worked to develop a number of outcomes including group collaborative writing, an artist’s commission (see appendix), a short film (see appendix for link) and a research website (still under construction).

Our final report includes: Research Methodology, Areas of Enquiry, Outcomes, Learning

Summary: Group 2

Group: Carly Mee, Cath Sherrell, Louise French, Lesley-Ann Smith, Fiona Mair

Our starting point was to ask: Is there anything unique about the way leadership is practised in the arts sector?

We wanted to investigate and interrogate leadership in the arts and then directly compare our findings with leadership in another field — namely, the corporate sector. How do we, as arts learning professionals, perceive and currently use leadership skills and qualities and styles? Would our arts leadership skills/ qualities/ styles differentiate us from leaders in the corporate sector? How would people in leadership roles in a business setting perceive and currently use leadership skills/ qualities/ styles?

By mapping the elements that contribute to leadership, and analysing overlaps and gaps, we hoped to:

  • learn more about leadership
  • show similarities and differences in leadership in the arts and corporate sectors
  • better understand and articulate our own leadership
  • draw conclusions about the leadership which might be best suited to advocating for the value of the arts and their transformational power

Summary: Group 3

Group: Victoria Mayes, Maggie James, Andrea Mercer, Janette Robinson, Caroline Austin — Cultural Leadership and Wellbeing

Within the cultural education sector we explored the value of wellbeing, across a range of art and non-arts organisations. Focusing on leadership we investigated the local, national and international approaches to wellbeing and the effects it can have upon a cultural organisation’s staff, practitioners, audiences and networks.

Our concerns were reflected across each of the participating organisations and our project addressed key themes such as how wellbeing is valued by cultural leaders and their organisations, the preferred models of leadership to implement wellbeing, how does this work have a local, regional national or international impact in relation to wellbeing and what are the top five priorities for wellbeing in a workplace. It was important to the group to consult with a variety of cultural leaders within a mix of large and small organisations from both arts and non-‐arts sectors. We framed our research within personal, organisational and social contexts.