Arts Leadership: International Case Studies

Arts Leadership: International Case Studies is an edited collection of international case studies discussing approaches to arts leadership and management. In some examples the cases are templates for innovative leadership in the arts; in others they demonstrate the challenges that are presented by the complexity of arts leadership in an ever changing environment. Over the past decade approaches to leadership and management in the arts have changed to accommodate many environmental and social issues. Approaches to arts leadership have also been affected by different working structures, expectations of governance and a focus on outcomes more than process by stakeholders. Understandings of successful approaches to innovation and creativity have also impacted on the way arts leadership is understood and practised within a contemporary context. Part I - Leadership and the Individual Chapter 1 -Mikhaïl Piotrovsky and the State Hermitage Museum Chapter 2 -The Leadership style of Mira Trailovic Chapter 3 -To live, it hurries, and to feel it hastes Chapter 4 -Dual executive leadership in the arts Part II - Leadership in Different Organizational Contexts Chapter 5 -An evolving arts leadership partnership Chapter 6 -Music leaders Chapter 7 -Arts leadership in China s music industry Chapter 8 -One size does not fit all Chapter 9 -The involuntary leader Chapter 10 -Leadership within arts organizations Part III - Leadership and Organizational Change Chapter 11 - The role of leadership in changing art institutions Chapter 12 - Cultural leadership and audience engagement Chapter 13 - All together Chapter 14 - Leading and arts and design school through organizational change Part IV - Leadership as an Artistic Process Chapter 15 - Artists as leaders Chapter 16 - Co-leading the creative process through collaboration Chapter 17 - Stepping into character