What We Learned

Through the research it was evident that a high proportion of female emerging directors and producers were interested in taking on a leadership role at some point in their future. However those who aspired for this later in their career felt that the likelihood of achieving this was limited by ingrained gender prejudice (in some instances compounded by class or ethnic prejudice). They also identified a lack of skills in areas including: finance, people management, fundraising, programming and shaping artistic vision.

Our identification of the difference between the confidence levels, resilience and self-belief in male and female emerging directors was confirmed by the male and female responses to the questionnaire, and within focus groups.

It also became clear to us that as well as external ie institutional and cultural barriers to women taking on leadership roles there are also internal barriers to do with self confidence and attitude that also need to be addressed.

We also became interested in the cross over of the linked but different skills of running an organisation and leading a rehearsal room or production. The challenges of leadership potential was not just about being the head of a large organisation but also being given the responsibility to lead artistically on large projects with matching resources and budgets.

However, we also found many examples of successful and strong female leaders beating out their own path and moving away from more traditional ideas of leadership. It was evident that a generation of women have been doing this in the last 20 or so years.

What was lacking was visibility of these women. The media remarks on how few female leaders there are rather than highlighting those strong examples that exist. Many of the emerging directors and producers were not aware of existing role models that challenge the prevalent ideas of leadership.

Equally they felt that there was little appetite among theatres to challenge or change the working practices of making theatre and leading organisations. Also that the prevalent definition and practice of leadership would not enable them to realise the work they want to make or suit their world view.

“We want to encourage the emerging generation of female producers and directors to think positively about how they can influence infrastructures and working environments to realize their values and strengths.”
SUE EMMAS, ASSOCIATE ARTISTIC DIRECTOR

What We’re Doing in Response to What We Learned

• Organise mentoring opportunities
• Establish peer to peer network
• Organise discussions and practical sessions that will focus on:
  • Recognising and learning from those experienced female leaders who have found strategies and led the way in terms of new leadership styles and models.
  • Taking the confidence as a leader in a rehearsal room and transferring this to leading meetings, negotiating terms, and expressing ideas.
  • Exploring internal barriers e.g. resilience and confidence building. Sharing practical examples of different approaches to working such as flexible rehearsal patterns, investing in crèche facilities, including child care in budgets/fees.

Is This Work a Step Towards a Bigger Goal?

Yes, we want to encourage the emerging generation of female producers and directors to think positively about how they can influence infrastructures and working environments to realise their values and strengths. This includes challenging and changing existing work cultures in theatres and rehearsal rooms.