In any role staff have the potential to successfully lead organisational change. This article provides the theory behind leading with limited authority, including key factors such as understanding barriers or dealing with the sources of resistance to innovation. The author argues that if arts organisations continue as they are – resisting change and innovation – then our audiences will become static.
If arts organisations continue as they are, that is, resist change and innovation, then our audiences will become static. However, catalytic leadership explores different ways of looking at ‘leading’. Approximately 33% of our time might be spent leading ‘downwards’ (your team), 33% leading ‘horizontally’ (colleagues and peers), and 33% leading ‘upwards’, that is your managers and further up the chain.