ABSTRACT
Being a good manager is a combination of competencies and character. Both of these are more important than personality. The author have worked with and for managers of all sorts of personality types. The flamboyant and the quiet, the noisy and the reflective, the introvert and the extrovert, the direct and the gentle – and their effectiveness or otherwise wasn’t mainly driven by their personalities. S. R. Covey, writing about principle-centred leadership, proposes three necessary character traits: integrity, maturity and abundance mentality. R. Hewison and J. Holden provide a long list of questions managers should ask about they, they and others, and the environment in which they want to work in order to see if they are actually prepared to be an arts manager.
