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HEN I BEGAN my career in the cultural sector two decades ago, the qualities we admired in leaders were different from those we champion today. Leadership often meant authority, decisiveness, and a clear separation of our personal lives from our professional ones. While these qualities and ideas still matter, the world we live in— and the audiences we serve— has changed dramatically. Museums and cultural institutions are evolving dramatically and are expected to act as platforms for dialogue, catalysts for change, and spaces where communities come together to imagine new futures.
The pace of social and technological change has accelerated, and with it, the expectations placed on leaders. Leadership is less about standing at the front and more about standing among. It is about listening deeply, understanding cultural nuances, and embracing a shared vision with teams, stakeholders, and communities.
GENERATIONAL SHIFTS: WHAT GEN Z BRINGS TO THE TABLE
Generation Z is stepping into the workforce with values and priorities that challenge long-standing norms. They are less focused on titles and hierarchy and more invested in purpose, flexibility, and authenticity. Leadership, in their eyes, is not a destination but a way of working that must align with their principles. They bring with them a heightened awareness of social justice, mental health, and equity. They want workplaces where transparency is a given, feedback is regular, and diversity is celebrated in meaningful ways. They are also redefining career paths, often seeking to contribute in ways that break away from rigid structures. For cultural institutions, this means adapting to meet them where they are— rethinking recruitment, leadership development, and even how we measure success.
SO, WHAT MAKES A GREAT CULTURAL LEADER TODAY?
At the heart of cultural leadership today is cultural intelligence and empathy. Leaders must be able to navigate differences in background, perspective, and lived experience, and to ensure those differences are reflected and respected in the work of the institution.
Equally important is embedding diversity, equity, and inclusion into every aspect of operations— not as a checklist or slogan, but as an authentic and continuous commitment. This extends from staffing to programming to the way decisions are made. Leadership styles are also evolving toward collaboration and shared ownership. The most effective leaders now create spaces where everyone’ s voice can be heard, ideas can be tested, and trust is built through openness. This participative approach strengthens the institution’ s connection to both its team and its community. And then there is sustainability— not just environmental
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