Co-leadership and gender in the performing arts

Kate MacNeill, Ann Tonks

Abstract


Co-leadership has been a dominant form of management within sections of the arts industry for many years. Consisting of the artistic director and the general manager the leadership partnerships within arts organisations, at first glance, might appear classically gendered: an heroic artistic leader and a facilitating general manager. In this research we identify the existence of these demarcations. However, we also find that the incumbents make no such association of gender specificity. We attribute this outcome to the characteristics of the performing arts industry more broadly and the people that are attracted to working in such an environment.

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Asia Pacific Journal of Arts and Cultural Management; ISSN 1449-1184
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