• The Coriolis Effect and Cultural Leadership

    The Coriolis Effect is supported through the Theatre Board of the Australia Council’s Cultural Leadership Program.

    In general Cultural Leadership is not something we think about. It’s in the main something we do and others decide that it has particular qualities that they call Cultural Leadership. So we thought it useful to provide you with some perspectives on what those qualities might be:

    A Definition Of Cultural Leadership (Australia Council)

    Cultural Leadership - inspiring, building, sustaining

    A cultural leader is the driving force behind the creation and pursuit of a set of artistic, organisational or sector goals. Developing cultural leadership skills is about building an individual or organisations capacity to:

    Effectively lead colleagues and/or sector areas through extended periods of experimentation and growth

    To think and work strategically toward long-term goals

    To manage, motivate and inspire colleagues

    To develop fortitude and problem-solving skills in the face of adversity

    To be financially resourceful and responsible

    To understand, analyse and respond to the complexities of the Australian theatre scene and its relationship with broader communities.

    Leadership competencies for the 21st century as proposed by Leicester, Graham, ‘Real Cultural Leadership: Leading the culture in a time of cultural crisis’ in A Cultural Leadership Reader (eds. Sue Kay and Katie Venner with Susanne Burns and Mary Schwarz), available at www.culturalleadership.org.uk, accessed May 2011, pg 21.

    orchestrating complex systems, leading without power, taking risks, tolerating ambiguity...

    Leadership according to Frank Furedi

    Furedi's family emigrated from Hungary to Canada after the failed 1956 uprising. He has lived in Britain since 1969, and completed his M.A. (on African politics) and his Ph.D. (on the Mau Mau Uprising in Kenya[1]) at the School of Oriental and African Studies, London University.

    In the 1970s, using the pseudonym Frank Richards, Furedi served as the co-founder and chairman of the Revolutionary Communist Party (RCP). The RCP was distinguished by its commitment to theoretical elaboration and hostility to state intervention in social life.

    Furedi maintains that society and universities are undergoing a politically driven 'dumbing down' process which is manifest in society's growing inability to understand and assess the meaning of risk. Furedi frequently appears in the media, expressing his view that Western societies have become obsessed with risk. He has also written several books on the subject of risk, including Paranoid Parenting, Therapy Culture, and Culture of Fear.

You are viewing the text version of this site.

To view the full version please install the Adobe Flash Player and ensure your web browser has JavaScript enabled.

Need help? check the requirements page.


Get Flash Player