Leadership Reluctance in the Australian Arts and Cultural Sector.
Academic approaches to arts and cultural leadership have focused predominantly on established leaders in the organizational context. Taking an alternative approach, this paper considers the identity development of emerging leaders within disciplinary-based communities. It argues that leadership is b...
| Publicado en: | Journal of Arts Management, Law & Society Vol. 50; no. 3; pp. 169 - 184 |
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| Formato: | Artículo |
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Taylor & Francis Ltd
2020
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| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=hlh&AN=144201301&site=ehost-live header: @attributes: shortDbName: hlh uiTerm: 144201301 longDbName: Humanities International Complete uiTag: AN controlInfo: bkinfo: jinfo: jid: 10632921 ARM jtl: Journal of Arts Management, Law & Society issn: 10632921 maglogo: N pubinfo: dt: 2020 vid: 50 iid: 3 pid: 377 pub: Taylor & Francis Ltd artinfo: ui: 144201301 10.1080/10632921.2020.1739184 ppf: 169 ppct: 15 formats: fmt: – @attributes: type: T – @attributes: type: P size: 1.1MB tig: atl: Leadership Reluctance in the Australian Arts and Cultural Sector. aug: au: Goodwin, Kim affil: Faculty of Business and Economics, University of Technology Sydney, Melbourne, Australia su: Identity (Psychology) Leadership sug: subj: Identity (Psychology) Leadership keyword: Arts leadership cultural leadership leadership identity leadership reluctance ab: Academic approaches to arts and cultural leadership have focused predominantly on established leaders in the organizational context. Taking an alternative approach, this paper considers the identity development of emerging leaders within disciplinary-based communities. It argues that leadership is both socially constructed and not universally embraced, analyzing 41 interviews with Australian arts and cultural practitioners to demonstrate that emerging arts and cultural leaders are often reluctant to identify as leaders. The paper explores reasons for this reluctance and discusses implications for the sector. The research contributes to theoretical knowledge of arts and cultural leadership and of the development of emerging leader identity. pubtype: Academic Journal doctype: Article src: R language: English refInfo: copyright: @attributes: flag: Y custom: Copyright of Journal of Arts Management, Law & Society is the property of Taylor & Francis Ltd and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. item: Journal of Arts Management, Law & Society holder: Taylor & Francis Ltd dt: @attributes: year: 2020 holdings: @attributes: islocal: N |
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