Collaborative Leadership in the Arts as a Unique Form of Dual Leadership. Issue 2 (15th March 2017)

• Record Type: Journal Article
• Authors: Reynolds, Sarah; Tonks, Ann; MacNeill, Kate
• Is Part Of: Journal of arts management, law, and society. Volume 47:Issue 2(2017)
• Page Start: 89
• Page End: 104
• Publication Date: 2017-03-15
• Subjects: Collaboration -- collaborative leadership -- conflict -- dual leadership -- interdependency -- performing arts; Arts -- Periodicals; Performing arts -- Periodicals; Performing arts -- Law and legislation -- Periodicals; Art and state -- Periodicals; 700
• DOI: 10.1080/10632921.2016.1241968
• Languages: English
• ISSNs: 1063-2921

Abstract

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.