As organisations seek to build in, not simply bolt on, the participation of young people in their work, so the explicit backing from leaders and managers is needed. As young people share in decision-making, relationships with managers become transformative, not simply transactional. Participation becomes a whole organisational process, not one easily confined to the special interests category of a few fringe staff. A range of examples show how the style of leadership is crucial to get active backing and support.
Linda Ballard, curator of Social Life, National Museums Northern Ireland, described how its young people's panel required support from finance, human resources and other central functions. Senior managers at Bristol Museums and Archives invested in a leadership development programme to map activity and plan priorities.
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