Research Article
Imposed leadership in UK funded theatre and the implications for risk and innovation
Abstract
Using the theory of stakeholder salience and stakeholder discourse, this article questions the effect of arts policy bodies on the way the cultural sector assigns leadership. It argues that in satisfying the demands of risk-averse public management, arts policy bodies implicitly and explicitly impose the role of sectoral leader on the heads of largest best-funded cultural organisations. As a result, opportunities for alternate forms of leadership to emerge outside organisations are restricted. It renders organisational leaders in conflicting obligations to multiple stakeholders – their funders, their organisations and their sector – and exposes implicit perceptions of value. Finally, in reinforcing existing organisational structures, imposed leadership inhibits the risk- taking and innovation these same arts policy bodies promote in their strategies. This prevents the emergence of more transgressive forms of leadership and innovative cultural production and affects the ability of artists to be perceived as leaders. Consequently, artists’ sectoral and policy influence is diminished and their precarity and inequality reinforced at a structural level. While focused on subsidised theatre in the UK, this research offers wider implications for how we understand policy influence on ethical leadership behaviours in the cultural sector.
Keywords
2019 (1)
Cultural Leadership
![](https://jcmcp.org/wp-content/uploads/2019/11/z2018-2-674x1024.jpg)
Related Articles
Journal of Cultural Management 2017 (1)
Case Study
Theater im Wandel
Vom Krisenmanagement zur ZukunftsfähigkeitYearbook for Culture Management 2011
Research Article
Journal of Cultural Management 2018 (2)
Research Article
Zumutungen organisierten Arbeitens im Kulturbereich
Yearbook for Culture Management
Essay
Kulturstaat und Kulturpolitik
Rechtliche GrundlagenYearbook for Culture Management 2013
Research Article
Peter BUSS: Fundraising. Grundlagen, System und strategische Planung
Journal of Cultural Management 2015 (1)
Book Review
© 2024, Journal of Cultural Management and Cultural Policy
Keywords
- aesthetics
- higher education
- cultural diplomacy
- career, professional role
- audience studies
- Business
- digitalization, digitization
- diversity
- empirical aesthetics
- entrepreneurship
- development, transformation
- ethics
- Evaluation
- festival
- film
- social change
- ideology
- staging
- communication
- Concert
- creativity
- culture
- arts organizations, cultural organizations
- fincancing the arts
- cultural history
- cultural economy
- art education
- cultural policy
- cultural sociology
- audience development, art education
- arts administration, arts management
- cultural industry
- cultural sciences
- art
- arts research
- curating
- artists
- leadership
- management
- marketing
- market
- media
- methods development
- museum
- music
- opera
- orchestra
- organization
- law
- social cohesion
- community arts
- state
- urbanism
- dance
- theater
- theory development
- tourism
- civil society, third sector