The changing nature of communication in the world has impacted the way people speak to each other and search for information. New technologies have made interacting easier and more immediate than ever before.
Editor’s Note: This is one of a series of blog posts from Fellows and panelists…
Editor’s Note: This is one of a series of posts from guest bloggers discussing topics…
Deirdre Prins-Solani, an independent heritage and cultural expert in South Africa and Salzburg Global Forum for Young Cultural Leaders faculty member, talks about the interaction between the sacred and public spaces and how that tension creates value.
During his tenure as Director of the Cincinnati Contemporary Arts Center, Charles Desmarais led the organization through the design, construction and relocation to a new facility designed by renowned architect Zaha Hadid. Desmarais reflects on the lessons from that period of radical change.
Professor Robert S. Kaplan (Harvard Business School) has written a book on leadership, management and…
Twenty-one articles on leadership that the Getty Leadership Institute and NAS have identified specifically for busy arts and cultural professionals.
NAS President and CEO Russell Willis Taylor recently delivered the keynote address to attendees of…
Mary Lou Aleskie, Executive Director of the International Festival of Arts & Ideas, suggest that we should talk about art and culture as a gateway for learning, for empathy building and for civic engagement.
Mary Lou Aleskie, Director of the Hopkins Center for the Arts, talks about the importance of balancing data and passion.
Peggy Sloan, Director of the North Carolina Aquarium at Fort Fisher, talks about the challenge and importance of questioning your assumptions.
Eric Shiner, Director of the Andy Warhol Museum, talks about the importance of a realistic, pragmatic approach to change.
This is a report from the Paul G. Allen Family Foundation about arts nonprofits in the Pacific Northwest that are thriving during these difficult economic times.
Horst Abraham suggests that organizations must be able to reinvent themselves at the pace of the change around them.
The book is intended to be a guidebook for leading nonprofit organizations rather than a handbook of nonprofit leadership or management.
Eduardo Vilaro, Artistic Director of Ballet Hispanico, discusses the need for leaders to also be cultural consumers.
The dual functions of guiding artistic or educational activities and an organization’s administration fosters structural complexity, competing sets of goals, multiple stakeholder claims and values in some tension with one another.
Making change in communities requires civic capacity. Power is wielded not only by elected politicians,…
Sustainable performing arts organizations understand their audiences. Sustainable museums understand their visitors. Audiences and visitors…
In this journal article, authors Elkenberry and Drapal Kluver examine the threat that “marketization” poses to democracy and citizenship.
In order to discuss strategy intelligently in the nonprofit sector, we must first understand what…
A short read—an essay really—this piece adapts the principles of Good to Great to the nonprofit sector.
Airport bookstores are filled with the latest answers from management gurus. None have enjoyed anything…
Jeanne Liedtka has been a hugely successful faculty member of the Getty Leadership Institute’s flagship…
The environment shared by for-profits and nonprofits has remarkable similarities: a global economy afflicted with…
Dean Williams is a writer and scholar with significant international experience (he served for five…
The chapter “Pain” from Robert Grudin’s book approaches leadership and innovation from a rarely-discussed perspective.…
Some of the greatest achievements in history have been brought about by people who were…
James MacGregor Burns revolutionized leadership studies in 1978 with the concept of transformational leadership. In…
This journal article is a brief and accessible look at the author’s research in adult learning.
This is a study of twelve high performing nonprofits, all in existence for more than ten years, organizations that faced similar social, political and economic circumstances.
The book is a distillation of Linda Hill’s almost 30 years at Harvard Business School (HBS) where she has studied what effective managers do and how they do it.
The book is based on the work of a core research team who asked, “What are the crucial differences between intelligence diminishers and intelligence multipliers and what impact does each have on organizations?”
Based on her extensive interviews with 42 directors of international art museums, Dr. Suchy describes a four-part leadership model that could apply equally to all cultural organizations.
In the chapter, “The Transition Challenge: Moving from One System of Values to Another,” Dean Williams outlines the necessary steps in orchestrating a transition.
This short article provides managers with a quick look at methods that can be used both restoratively and preventatively to create an open, respectful and productive organizational culture.
A provocative post by Nina Simon on Musuem 2.0 discussing the role of museums (or…
Eli Pariser, the former Executive Director of MoveOn.org and their current Board Chair, highlights the hidden and growing impact of online filters on Google, Facebook, and throughout the internet in this TED video.
A short research publication about how leaders influence the implementation of strategic initiatives and the…
An interesting article on the relationship of trust between charities and the public.
Patricia Mooradian, President of The Henry Ford, discusses the key elements necessary to build a great visitor experience — from resources and research to curriculum and web presence.
Patricia Mooradian, President of The Henry Ford, discusses the importance of a passionate leader, a deep knowledge of the organization and a clearly communicated plan when leading an organization through change.
In this keynote address delivered at the Bolz Center Collegium, NAS President and CEO, Russell Willis Taylor explores the unique leadership demands of cultural enterprise.
An interesting thought on what you’re selling (and therefore emphasizing) to your organization. Are you trumpeting the right things?
Kenneth Fischer, former President of the University Musical Society of the University of Michigan, shares his experience leading change at UMS and stresses the importance of getting smart, experienced, passionate people involved and staying out of their way.
Julie Stapf, Director of Marketing for the Hartford Stage Company, discusses the importance of building an environment of trust and fostering a sense of ownership when leading an organization through change.
Joanna Naftali, Executive Director of Luna Negra Dance Theater in Chicago, discusses the challenges of leading change in a small arts organization as a new executive.
A brief but interesting note regarding justifying the expense – and evaluating the effectiveness of – leadership development programs.
Kelly Ruggirello, President of the Pacific Chorale in Orange County, California, discusses how to approach organizational change as an opportunity for relationship building with constituents.
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