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oapen-20.500.12657-903772024-05-23T02:29:54Z Chapter 1 Introducing and summarizing the book Reid, Wendy Fjellvær, Hilde Plural Leadership,Artistic Imperative,Role Space,Co-leadership Relationship,Arts Management Research,Arts Management Literature,Logic Dominance,Arts Organizations,Board Staff Relations,Ad,Artistic Autonomy,ADs Programming,Achilles,Hold,Ticket,Co-leadership Effectiveness,Environmental Issues,Greater Organizational Effectiveness,Executive Leadership,North,Dark Side,Dataset,Pluralistic Dilemmas,Pluralistic Context,Arts Leadership 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. 2024-05-22T09:00:11Z 2024-05-22T09:00:11Z 2023 chapter 9781138587021 9781032396491 https://library.oapen.org/handle/20.500.12657/90377 eng application/pdf Attribution-NonCommercial-NoDerivatives 4.0 International 9780429504259_10.4324_9780429504259-1.pdf Taylor & Francis Co-Leadership in the Arts and Culture Routledge 10.4324/9780429504259-1 10.4324/9780429504259-1 7b3c7b10-5b1e-40b3-860e-c6dd5197f0bb 87101be0-5509-4289-8072-4047edf5dbd8 9781138587021 9781032396491 Routledge 19 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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