Leadership Reluctance in the Australian Arts and Cultural Sector
Bibliographic Data
| ID | 21637041 |
|---|---|
| Authors | Kim Goodwin (0000-0003-3229-8799, University of Technology Sydney, corresponding author) |
| Year | 2020 |
| Volume | 50 |
| Issue | 3 |
| Pages | 169-183 |
| Publication date | 2020-05-03 |
| Open Access | No |
| 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 | 10.1080/10632921.2020.1739184 |
| OpenAlex | W3012982263 |
| Language | EN |
| Citations received | 3 |
| References cited | 36 |
Academic approaches to arts and cultural leadership have focused predominantly on established leaders in the organizational context. Taking an alternative approach, this paper considers the identity development of emerging leaders within disciplinary-based communities. It argues that leadership is both socially constructed and not universally embraced, analyzing 41 interviews with Australian arts and cultural practitioners to demonstrate that emerging arts and cultural leaders are often reluctant to identify as leaders. The paper explores reasons for this reluctance and discusses implications for the sector. The research contributes to theoretical knowledge of arts and cultural leadership and of the development of emerging leader identity
Aesthetics · Cultural identity · Discipline · Leadership studies · Leadership style · Political science · Public relations · Social science · Sociology · The arts · Cultural Industries and Urban Development · Diverse Music Education Insights · Law · Management and Organizational Studies
The Social Construction of Leadership
Identity Regulation as Organizational Control
Entrepreneurship, Marketing and Leadership in Non‐Profit Performing Arts Organisations
Arts Leadership in Contemporary Contexts
The Romanticization of Charismatic Leadership in the Arts
Collaborative Leadership in the Arts as a Unique Form of Dual Leadership
Studying Leadership Critically
Reluctant Leaders
Is critical leadership studies ‘critical’
Imagine there are no leaders
Thou shalt not be a tall poppy
The crisis of cultural leadership in Britain
Managers Doing Leadership
Relational leadership
Resistance and struggle in leadership development
The Impostor Syndrome
Managing Managerial Identities
Impact of dual executive leadership dynamics in creative organizations
Leadership
The Case Study as a Serious Research Strategy
Journey around Leadership
| Citations per year | 3 |
|---|---|
| Citation span | 2025 - 2026 (2) |
| Highly cited | No |