Edited by Chris Bilton and Stephen Cummings
Chapter 10: Leading for creativity in turbulent times
The creative industries are in transition. Unceasing technological advance, convergence between once distinct sectors and profound changes in how consumers communicate and engage with content has brought dynamism, complexity and uncertainty, transforming virtually every aspect of established ways of doing business. The most important change agent in any organisation is the leader. It is his or her task to analyse these developments, decipher their implications, set strategic priorities, and ensure the necessary organisational changes take place. The failure of legacy organisations to hold their pre-digital market position in a range of sectors indicates the difficulty of these tasks, and the challenges that face leaders of creative organisations. There is surprisingly little research to help leaders of creative organisations surmount their difficulties, surprising because much public discussion about creative organisations centres on the aptitude, abilities or appropriateness of their leaders (think of News Corporation and Rupert Murdoch, Apple and Steve Jobs, Sumner Redstone and Viacom, John Birt and the BBC). The research that does address the field is fragmented and comes from different academic disciplines ñ organisational creativity, organisational technology, and leadership from management theory, and on the nature of the creative organisations and media industries from media management theory.
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