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Dual Leadership in Arts and Culture Institutions. Does It Work ?

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  • Salvaggio, Salvino A. PhD

Abstract

This brief note explores the debate surrounding the use of dual leadership models, where an executive director and an artistic director both report to the board, in the management of arts and cultural institutions, including orchestras and operas. It highlights that while the dual leadership model offers benefits such as enhanced creativity, improved decision-making, and increased organisational adaptability, it also introduces potential challenges like conflict, divergent objectives, and increased complexity in leadership dynamics. The note highlights the need for a balanced consideration of the advantages and drawbacks of both single and dual leadership models to support the blend of artistic excellence and managerial efficacy in successful arts and cultural organisations.

Suggested Citation

  • Salvaggio, Salvino A. PhD, 2024. "Dual Leadership in Arts and Culture Institutions. Does It Work ?," OSF Preprints gvqhb, Center for Open Science.
    • Handle: RePEc:osf:osfxxx:gvqhb
    DOI: 10.31219/osf.io/gvqhb
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    References listed on IDEAS

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    1. Chen, Yi Feng & Tjosvold, Dean, 2005. "Cross-cultural leadership: Goal interdependence and leader-member relations in foreign ventures in China," Journal of International Management, Elsevier, vol. 11(3), pages 417-439, September.
    2. Harrison M. Trice & Janice M. Beyer, 1991. "Cultural Leadership in Organizations," Organization Science, INFORMS, vol. 2(2), pages 149-169, May.
    3. John Lim & Yingqin Zhong, 2006. "The Interaction and Effects of Perceived Cultural Diversity, Group Size, Leadership, and Collaborative Learning Systems: An Experimental Study," Information Resources Management Journal (IRMJ), IGI Global, vol. 19(4), pages 56-71, October.
    4. Di Bligh & Clare Chacksfield & Ruth Sapsed, 2009. "Leadership and learning in the arts," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 6(3), pages 343-348, June.
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