Staying Relevant
Toward an Understanding of Contemporary Cultural Leadership
Bibliographic Data
| ID | 21636922 |
|---|---|
| Authors | Nanna Kann-Rasmussen (0000-0001-5025-6651, University of Copenhagen, corresponding author), Maja Rudloff (0000-0002-5338-3119, Zealand – Academy of Technologies and Business) |
| Year | 2026 |
| Pages | 1-15 |
| Publication date | 2026-02-17 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | The Journal of Arts Management Law and Society (JOURNAL) |
| Journal identifiers | ISSN: 1063-2921 • E-ISSN: 1930-7799 |
| Publisher | Informa UK Limited (PUBLISHER • GB) |
| DOI | 10.1080/10632921.2026.2628661 |
| OpenAlex | W7129696082 |
| Language | EN |
| References cited | 27 |
This article examines cultural leadership in Denmark over a ten-year period (2013–2023), focusing on how leaders of publicly funded cultural institutions navigate changing conditions to secure legitimacy and maintain relevance. Drawing on 14 interviews and a focus group, the analysis combines institutional theory and pragmatic sociology to explore leaders' perceptions of their stakeholder environment and their strategies for legitimation. The findings reveal two dominant interpretations of social relevance: cultural formation (Bildung) and instrumentality, reflecting broader shifts in cultural policy and societal expectations. By highlighting how leaders balance artistic integrity with demands for visibility, accountability, and societal contribution, the article contributes to understanding cultural leadership as institutional navigation in a dynamic policy landscape
Qualitative research · Cultural Differences and Values · International Student and Expatriate Challenges · Management and Organizational Studies
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Cultural policies for sustainable development
The Collaborating Cultural Organization
Institutionalism, cultural institutions and cultural policy in the Nordic countries
Paradoxical autonomy in cultural organisations
Legitimation work in state cultural organizations
Advancing culture’s role in sustainable development
Auditing culture
Audience development and its blind spot
Arts management and the autonomy of art
Reframing instrumentality
What facilitates or constrains co-creation in museums? The case of people with visual impairments
Hyperinstrumentalism and cultural policy
Organizational Legitimacy
Strategies of distinction
Approaching adulthood
| Highly cited | No |
|---|