The contemporary world faces unprecedented upheaval and change forcing institutions of all types to rethink how they are designed and how they must now function if they are to survive into an uncertain future. The performing arts are no exception; in an era of constant change and technological transformation, arts organizations and their leaders face significant organizational challenges if they are to maintain their relevance. Arts Leadership: Creating Sustainable Arts Organizations provides a contemporary overview of the field of arts leadership, focused on the performing arts. It examines what these challenges are, how they are affecting the performing arts and arts organizations in general and proposes creative ways to reimagine, build and lead sustainable arts organizations in this uncharted environment. With a global perspective drawn from his extensive experience advising arts organizations around the world and based on his own work successfully leading important performing arts organizations in the United States, Foster proposes an innovative approach to organizational design, systems, and structures for arts leaders in the 21st century that is based in ecological thinking and the creative process that is intrinsic to the arts. In disrupting conventional arts leadership practice, the book provides an exceptional tool to understand a unique sector, and is essential reading for students and practitioners across the creative and cultural industries.
This book explores and critiques different aspects of arts leadership within contemporary contexts. While this is an exploration of ways arts leadership is understood, interpreted and practiced, it is also an acknowledgement of a changing cultural and economic paradigm. Understanding the broader environment for the arts is therefore part of the leadership imperative. This book examines aspects such as individual versus collective leadership, gender, creativity and the influences of stakeholders and culture. While the book provides a theoretical and critical understanding of arts leadership, it also gives examples of arts leadership in practice.
Publisher: Macmillan International Higher Education
Category: Performing Arts
A comprehensive and critically engaged overview of the processes involved in developing and managing a theatre in the 21st century. Rather than simply giving students the facts and theories to memorise, this unique textook contains a range of pedagogical tools which encourage students to think like theatre managers. The chapters apply theory to real life situations so that students can actively engage with the challenges and issues faced by theatre managers in the industry today.
What does it mean to be a performing arts leader? Leadership in the Performing Arts addresses and analyzes this question by presenting the wisdom and expertise of eleven men and women with experience leading nonprofit performing arts institutions in the United States. These successful leaders provide many real-world examples of business practices that may be generally applied by practitioners in our field, and throughout the nonprofit sector. The book examines: The leader’s career path and professional growth The leader’s vision Leadership styles and the importance of interpersonal skills Setting and executing organizational priorities Leading decision-making and communication processes Creating change and innovation Challenges faced in leading an institution Interviewees include: Kathy Brown, executive director of the New York City Ballet; Peter Gelb, general manager of the Metropolitan Opera; Heather Hitchens, president of the American Theatre Wing; Karen Brooks Hopkins, president and chief executive officer of the Brooklyn Academy of Music; Timothy J. McClimon, president of the American Express Foundation; Laura Penn, executive director of the Stage Directors and Choreographers Society; Arlene Shuler, president and chief executive officer of New York City Center; Paul Tetreault, director of Ford's Theatre; Nancy Umanoff, executive director of the Mark Morris Dance Group; Patrick Willingham, executive director of The Public Theater; and Harold Wolpert, managing director of the Roundabout Theatre Company. Allworth Press, an imprint of Skyhorse Publishing, publishes a broad range of books on the visual and performing arts, with emphasis on the business of art. Our titles cover subjects such as graphic design, theater, branding, fine art, photography, interior design, writing, acting, film, how to start careers, business and legal forms, business practices, and more. While we don't aspire to publish a New York Times bestseller or a national bestseller, we are deeply committed to quality books that help creative professionals succeed and thrive. We often publish in areas overlooked by other publishers and welcome the author whose expertise can help our audience of readers.
Arts and cultural activity in Asia is increasingly seen as important internationally, and Asia’s growing prosperity is enabling the full range of artistic activities to be better encouraged, supported and managed. At the same time, cultural frameworks and contexts vary hugely across Asia, and it is not appropriate to apply Westerns theories and models of leadership and management. This book presents a range of case studies of arts and cultural leadership across a large number of Asian countries. Besides examining different cultural frameworks and contexts, the book considers different cultural approaches to leadership, discusses external challenges and entrepreneurialism, and explores how politics can have a profound impact. Throughout the book covers different art forms, and different sorts of arts and cultural organisations.
A memorable performance of the New York City Ballet or a captivating exhibition at the British Museum could only be presented by arts institutions that are well-managed under strong leaders. Arts Leadershipis the first book that describes the singular importance and crucial effect that the leader has on these and other world-class institutions. This book takes the reader behind the scenes of the worldâ€™s greatest arts institutions and, through case studies and interviews, explores the uniqueness of arts leadership. Arts Leadershipalso presents the causes and implications of the growing gap between the need for arts leaders and the number of individuals capable of taking on those roles; a gap that will widen worldwide over the next ten years, creating a crisis in the industry. Describing the leadership challenges currently faced in America and Europe and the impending demand in the Middle East and Asia for leaders of museums, orchestras, performing arts centers and other related arts organizations, this text is a must-read for anyone interested in arts management, museum studies, cultural policy or nonprofit administration.
Leadership is still much discussed, studied, and sought after, even though we now live in supposedly more democratic times with flatter organizations and empowered employees. But how can we best understand leadership? Are leaders born or made? Do they have particular traits or are we all potential leaders? Do the requirements for leadership change over time or are there timeless patterns? Do traditional approaches help us to pick and develop leaders or are there alternative ways that advance our understanding? In this book, Keith GrintDSwho has been studying and teaching leadership for over a decadeDSinvestigates the notion of leadership in a series of historical case studies and rich essay portraits of some of the most famous, and infamous, leaders (e.g. Florence Nightingale, Richard Branson, Horatio Nelson, Martin Luther King, Henry Ford, etc.). The scenarios are drawn from right across the spectrum to include business, politics, society, and the military. The first part of the book considers four sets of parallel cases where leadership appears to be a major explanation of success and failure. The second part takes the four critical issues arising from these parallel cases (identity, strategic vision, organizational tactics, and persuasive communication) and explores them in detail. One main reason we have such difficulty in explaining and enhancing leadership, Grint argues, is because we often adopt perspectives and models that obscure rather than illuminate the issues involved. The reliance upon traditional scientific analysis has not provided the anticipated advances in our understanding because leadership is more fruitfully considered as an art, or more exactly an array of arts, rather than as a science. Grint's rich and meticulously-researched profiles combine to reveal these Arts of Leadership.