Lead with courage

In a 2014 article, Indigenous Australian playwright and artistic director, Wesley Enoch, discussed the ways in which artistic leaders rarely speak out for a greater cultural vision and calling for change, despite being best placed to do so. He argues that, as a result, the cultural sector has lost ground to assert its voice and values in an increasingly polarised public sphere. Building on this argument, Samuel Cairnduff reiterates that this squanders the transformative power of art to contribute to broader social dialogue.

To lead for equity and justice is to positively disrupt, and ultimately, to advance social justice in organisations and the communities you serve. Courageous leadership involves taking bold actions with unwavering resolve, ethical integrity, and a clear vision that inspires. It also involves navigating uncertainty confidently and making necessary, but potentially, unpopular decisions. Ultimately, courageous leadership comes with being vulnerable, by being an ally, as well as by building networks and support, which are key to the wellbeing of leaders.

Courageous leaders stand up for what is right, encourage open dialogue, and advocate for change while being transparent about challenges. They take risks, express vulnerability, and are open communicators, who welcome feedback, ideas or concerns. Doing this builds trust and rapport, and can empower others to make the right decisions.

Likewise, a courageous leader has developed a critical lens through which to evaluate their organisation, their arts practice or their programming or commissioning. This requires consideration of uncomfortable questions around representation, personal or organisational bias and visibility. However, a courageous leader recognises that challenging established values is at the heart of structural change.

Ultimately, an effective and fair leader in the creative sector is one that is committed to justice, equity, diversity and inclusion. Without leadership buy-in and commitment, servicing culturally and racially marginalised people and communities is perceived as a ‘nice to have’ but not part of core business – even though it is and should always be. The disparity between leadership in the creative sector, and the communities they are trying to serve will only grow when leaders are out of touch with the realities of their organisation’s context and the communities they serve.