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The policies in creative and cultural industries (CCIs) are often based on an implicit assumption that work in the cultural and creative sectors is ‘good work’ and dominant discourses tend to over-celebrate entrepreneurship. The authors argue that enough attention has been paid to the real work in CCIs. The stake is to better address the symptoms observed for a sustainable and inclusive economy in the CCIs. Through the entrepreneurship-as-practice perspective, the authors document the professionalisation difficulties in music sector, with a qualitative study in a French city, with a particular focus on the marginalisation experienced by the young artists. With the identification of their work specificities and the tendencies for the twenty-first century, the authors point out the diversity of the tasks, the multi-activity and collective practices and the need for some innovative support organisational forms to develop training and skilling (both artistic and entrepreneurial).

In 2018, Ontario regulations pertaining to principal and vice-principal performance appraisals were amended in order to explicitly require that principles of human rights and equity (1) be upheld in Performance Plan goals regarding student achievement and well-being and (2) be a focus of leadership competency development in their Annual Growth Plan. These changes were instituted to support the stated aim of identifying and addressing systemic barriers and biases. For these measures to lead to systemic change rather than mere “performative” equity exercises, those in supervisory roles require a relevant framework to guide and support this aspect of the professional development and performance of principals and vice-principals. Existing provincial educational leadership frameworks are limited in this respect. This chapter draws on foundations in Adult Development to propose how fostering an expanding capacity to hold complexity is key to socially-just leadership and the sought-after systemic change.