This book is about co-leadership: A leadership practice and structure often found in arts organizations that consist of two or three executives who bridge the art and business divide at the top. Many practitioners recognize this phenomenon but the research on this topic is limited and dispersed. This book assembles a coherent overview and presents new insights of the field. While co-leadership is well institutionalized in the West, it is also criticized for management’s constraint of artistic autonomy and for its pluralism that dilutes leadership clarity. However, co-leadership also personifies the strategic objectives of art, audiences, organization, and community, by addressing plural logics – navigating the demands of artistic vision and organizational stability. It is an integrating solution. The authors investigate its specifics in the arts, including global practice and its interdisciplinary nature. The theoretical frame of plural leadership supports their empirical explorations of the dynamics within the co-leadership relationship and with organizational stakeholders. Data includes the voices of co-leaders, artists, staff, and board members from arts organizations in Canada and Norway. Their abductive reflection generates a stimulating research experience. By viewing co-leadership in action, not as a study of static theories, the book will appeal not only to students and researchers but also resonate with practitioners in arts and cultural management and assist them to work with co-leadership and to manage its tensions. Chapters 1 and 4 of this book are freely available as downloadable Open Access PDFs at http://www.taylorfrancis.com under a Creative Commons Attribution-Non Commercial-No Derivatives (CC-BY-NC-ND) 4.0 license.

What do cultural leaders really think about the problems they, and the arts and cultural sector, face? This book brings global leaders in the cultural field into dialogue with academics and experts to offer profound insight and perspectives on the complex issues the cultural sector faces in a rapidly accelerating and destabilising twenty-first century context. The book engages directly with leaders in the arts and cultural sector, bridging the gap between academia, policy and practice. Each chapter sheds new light on national cultural policy contexts, offering different perspectives on arts subsidy, audiences, the cultural workforce, heritage, artform development and how cultural leadership functions in a fast-changing local, national and international context. Interviews are conducted by academics and experts with significant knowledge and understanding of the arts management and cultural policy field, who ask critical and probing questions. Featuring interviews with an impressively international range of senior figures from the cultural sector, from the Royal Opera House, BMW, Bloomberg and Onassis Foundation and covering countries including the UK, Germany, Chile, Singapore, Greece, USA, Serbia and Ireland, the book gives a truly global overview of cultural leadership from leaders who are open to question, critique and challenge. Each chapter offers a unique and fascinating insight into the mind of a leader in their field, with their experience ranging from huge participatory events featuring tens of thousands of people to the visual arts, opera, the Turner Prize and the #blacklivesmatter movement. This book will be essential reading for reflective cultural leaders around the world, as well as a useful resource for students and scholars involved with arts and cultural management and policy.

"The Oxford Handbook of Arts and Cultural Management surveys contemporary research in arts and cultural management, fulfilling a crucial need for a curated, high quality, first-line resource for scholars by providing a collection of empirical and theoretical chapters from a global perspective. With a focus on rigorous and in-depth contributions by both leading and emerging scholars from international and interdisciplinary backgrounds, the Handbook presents established and cutting-edge research in arts and cultural management and suggests directions for future work"--

At a time of transformation for many arts and cultural organisations, this book provides a compact, in-depth and practical introduction to effective leadership in arts organisations. It begins with an overview of leadership theories, then moves on discuss the specific tasks and challenges of leadership in the arts, including digital leadership and remote work challenges for arts managers. Well-balanced and concise, this book combines a sound theoretical background in management with practical knowledge from the field. The underlying view is that all employees in arts and cultural institutions are responsible for successful leadership. Bearing this in mind the overall aim of this book is to provoke interest in better leadership in the arts and to generate knowledge of leading more effectively. It will be of interest to academics in the field of cultural management, creative industries management, heritage management and leadership in the arts. Additionally, it will be of interest to professionals working in these fields and explores topics that affect every leader in the arts sector, including typical framework conditions, the most important leadership tasks and responsibilities and individual leadership styles and principles.

This book critically investigates the declining status of creative workers in contemporary societies following changes associated with the neoliberal creativity discourse – from the distribution of resources around cultural production to consumption, and from the management of ‘labour time’ to ‘life time’. These changes have narrowed career pathways for creative workers, resulting in exploitative working conditions for both professionals and amateurs. The contemporary cultural industries accentuate entrepreneurialism, informed by ‘social network markets’ and a capacity to engage technologised consumer culture. This book suggests that a radically different view is needed to understand how creative workers justify their continued participation in the cultural industries. It pays particular attention to the identities of marginalised cultural workers (underpaid or under-rewarded) and argues that cultural work cannot be understood as a route into entrapment by self-exploitation (sacrificial labour) nor as an abstract form of creative autonomy. Creative workers must engage the ‘artist critique’ to re-claim the social values of making culture as ‘public labour’. Bringing together theory and practice via contemporary case studies, this book is a significant contribution to research on the cultural economy and will be of interest to researchers in this field and practitioners in the management of cultural work.

Arts and Cultural Management: Sense and Sensibilities in the State of the Field opens a conversation that is much needed for anyone identifying arts management or cultural management as primary areas of research, teaching, or practice. In the evolution of any field arises the need for scrutiny, reflection, and critique, as well as to display the advancements and diversity in approaches and thinking that contribute to a discipline’s forward progression. While no one volume could encompass all that a discipline is or should be, a representational snapshot serves as a valuable benchmark. This book is addressed to those who operate as researchers, scholars, and practitioners of arts and cultural management. Driven by concerns about quality of life, globalization, development of economies, education of youth, the increasing mobility of cultural groups, and many other significant issues of the twenty-first century, governments and individuals have increasingly turned to arts and culture as means of mitigating or resolving tough policy issues. For their growth, arts and culture sectors depend on people in positions of leadership and management who play a significant role in the creation, production, exhibition, dissemination, interpretation, and evaluation of arts and culture experiences for publics and policies. Less than a century old as a formal field of inquiry, however, arts and cultural management has been in flux since its inception. What is arts and cultural management? remains an open question. A comprehensive literature on the discipline, as an object of study, is still developing. This State of the Discipline offers a benchmark for those interested in the evolution and development of arts and cultural management as a branch of knowledge alongside more established disciplines of research and scholarship.

What happens when cultural policy turns digital? Digital Transformation and Cultural Policies in Europe analyzes and compares different digital cultural policies of Europe. Through case studies of seven European countries (UK, Germany, Croatia, Sweden, Spain, Norway, and Switzerland) as well as the analysis of EU digital cultural policy, the book investigates what happens when cultural policy gets changed and challenged by digital culture. Based on a thorough discussion of key concepts and analytical perspectives, this collection also offers a unique multi-disciplinary contribution that shows how digital cultural policy is hyperconvergent. These policies contain established ideas of cultural policy – such as democratization, welfare, access, and national, protectionist ideas – brought together within a digital framework, while also adding new cultural policy tools and instruments, such as digital standards, international regulations, directives, etc. The book shows how digital cultural policies are works in progress, struggling to align their aspirations with their effectiveness. Overall, this book provides a valuable tool for understanding the current policy framework of digital culture. It will be of interest not only to scholars and students in cultural and creative industries but also to creative professionals and policy makers.

Reports for 1980-19 also include the Annual report of the National Council on the Arts.

The A to Z of Arts Management, Second Edition covers 97 topics about the management of arts and cultural organisations. Each section offers a theoretical and conceptual introduction to the topic, as well as storytelling and reflections about the meaning and application of such theories in the real world. Drawing on the author’s past as a manager running media and performing arts companies and her present as a consultant helping Boards and managers, this book covers a wide range of topics, from leadership, motivation and cultural policy to passion, coffee and laughter. This second edition includes even more coverage and stories about the challenges of arts management, and new topics such as harassment, philanthropy and venues. Written for arts managers, students and Board members anywhere in the world, The A to Z of Arts Management provides information about research and academic best practice in arts management alongside stories about the reality of working in the arts and cultural industries.

A Companion to Public Art is the only scholarly volume to examine the main issues, theories, and practices of public art on a comprehensive scale. Edited by two distinguished scholars with contributions from art historians, critics, curators, and art administrators, as well as artists themselves Includes 19 essays in four sections: tradition, site, audience, and critical frameworks Covers important topics in the field, including valorizing victims, public art in urban landscapes and on university campuses, the role of digital technologies, jury selection committees, and the intersection of public art and mass media Contains “artist’s philosophy” essays, which address larger questions about an artist’s body of work and the field of public art, by Julian Bonder, eteam (Hajoe Moderegger and Franziska Lamprecht), John Craig Freeman, Antony Gormley, Suzanne Lacy, Caleb Neelon, Tatzu Nishi, Greg Sholette, and Alan Sonfist.