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oapen-20.500.12657-903762024-05-22T09:00:14Z Co-Leadership in the Arts and Culture Reid, Wendy Fjellvær, Hilde co-leadership,leadership,arts management,governance,arts administration,risk management,vulnerability,Social hierarchy,interdependence,executives,arts organizations,plural leadership,Role Space,Co-leadership Relationship,Plural Leadership,Artistic Imperative,Artistic Autonomy,Arts Organizations,Arts Management Literature,Board Staff Relations,Pluralistic Organizations,Artistic Logic,Leadership Configuration,Distributed Leadership,Arts Management Research,Professional Service Firms,Profession Logic,Artistic Ideal,Artistic Leaders,Ad,Role Crafting,Arts Administration Educators,Status Conflict,Trust Building Mechanisms,Board Staff Relationship,Institutional Logics,Balanced Integration thema EDItEUR::K Economics, Finance, Business and Management::KJ Business and Management thema EDItEUR::K Economics, Finance, Business and Management::KJ Business and Management::KJM Management and management techniques thema EDItEUR::K Economics, Finance, Business and Management::KJ Business and Management::KJM Management and management techniques::KJMB Management: leadership and motivation thema EDItEUR::A The Arts::AT Performing arts::ATD Theatre studies This book is about co-leadership: A leadership practice and structure often found in arts organizations that consist of two or three executives who bridge the art and business divide at the top. Many practitioners recognize this phenomenon but the research on this topic is limited and dispersed. This book assembles a coherent overview and presents new insights of the field. While co-leadership is well institutionalized in the West, it is also criticized for management’s constraint of artistic autonomy and for its pluralism that dilutes leadership clarity. However, co-leadership also personifies the strategic objectives of art, audiences, organization, and community, by addressing plural logics – navigating the demands of artistic vision and organizational stability. It is an integrating solution. The authors investigate its specifics in the arts, including global practice and its interdisciplinary nature. The theoretical frame of plural leadership supports their empirical explorations of the dynamics within the co-leadership relationship and with organizational stakeholders. Data includes the voices of co-leaders, artists, staff, and board members from arts organizations in Canada and Norway. Their abductive reflection generates a stimulating research experience. By viewing co-leadership in action, not as a study of static theories, the book will appeal not only to students and researchers but also resonate with practitioners in arts and cultural management and assist them to work with co-leadership and to manage its tensions. Chapter 4 of this book is freely available as a downloadable Open Access PDF at http://www.taylorfrancis.com under a Creative Commons Attribution-Non Commercial-No Derivatives (CC-BY-NC-ND) 4.0 license. 2024-05-22T08:52:45Z 2024-05-22T08:52:45Z 2023 book 9780429504259 9781138587021 9781032396491 https://library.oapen.org/handle/20.500.12657/90376 eng Routledge Research in the Creative and Cultural Industries Taylor & Francis Routledge 10.4324/9780429504259 10.4324/9780429504259 7b3c7b10-5b1e-40b3-860e-c6dd5197f0bb 4e59211f-a126-451d-9ce1-f519d7927a60 9780429504259 9781138587021 9781032396491 Routledge open access
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This book is about co-leadership: A leadership practice and structure often found in arts organizations that consist of two or three executives who bridge the art and business divide at the top.
Many practitioners recognize this phenomenon but the research on this topic is limited and dispersed. This book assembles a coherent overview and presents new insights of the field. While co-leadership is well institutionalized in the West, it is also criticized for management’s constraint of artistic autonomy and for its pluralism that dilutes leadership clarity. However, co-leadership also personifies the strategic objectives of art, audiences, organization, and community, by addressing plural logics – navigating the demands of artistic vision and organizational stability. It is an integrating solution. The authors investigate its specifics in the arts, including global practice and its interdisciplinary nature. The theoretical frame of plural leadership supports their empirical explorations of the dynamics within the co-leadership relationship and with organizational stakeholders. Data includes the voices of co-leaders, artists, staff, and board members from arts organizations in Canada and Norway. Their abductive reflection generates a stimulating research experience.
By viewing co-leadership in action, not as a study of static theories, the book will appeal not only to students and researchers but also resonate with practitioners in arts and cultural management and assist them to work with co-leadership and to manage its tensions.
Chapter 4 of this book is freely available as a downloadable Open Access PDF at http://www.taylorfrancis.com under a Creative Commons Attribution-Non Commercial-No Derivatives (CC-BY-NC-ND) 4.0 license.
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