Reynolds, S, Tonks, A and MacNeill, K (2017) Collaborative Leadership in the Arts as a Unique Form of Dual Leadership. Journal of Arts Management, Law and Society, 47 (2). pp. 89-104. ISSN 1063-2921
Abstract
This article examines dual leadership in Australian performing arts companies, reflected in the respective roles of artistic directors and general managers. Our findings challenge assumptions underpinning much of the literature on dual leadership; in particular, the assumption that conflict is inevitable between the two leaders. In our research, we identified dual leadership relationships that might more accurately be described as instances of collaborative leadership. We suggest that one explanation for this presence of collaborative leadership may be that the study found similarities in both leaders’ passion for the arts, often reflected in a shared background in an arts practice.
Metadata
Item Type: | Article |
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Authors/Creators: |
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Copyright, Publisher and Additional Information: | © 2017 Taylor & Francis. This is an Accepted Manuscript of an article published by Taylor & Francis in the Journal of Arts Management, Law and Society on 7th March 2017, available online: http://www.tandfonline.com/10.1080/10632921.2016.1241968. |
Keywords: | Collaboration, collaborative leadership, conflict, dual leadership, interdependency, performing arts |
Dates: |
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Institution: | The University of Leeds |
Academic Units: | The University of Leeds > Faculty of Arts, Humanities and Cultures (Leeds) > Performance and Cultural Industries (Leeds) |
Depositing User: | Symplectic Publications |
Date Deposited: | 22 Feb 2018 14:43 |
Last Modified: | 07 Sep 2018 00:40 |
Status: | Published |
Publisher: | Taylor & Francis |
Identification Number: | 10.1080/10632921.2016.1241968 |
Open Archives Initiative ID (OAI ID): | oai:eprints.whiterose.ac.uk:127815 |