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Arts Leadership

Arts Leadership
International Case Studies

Editor: Jo Caust
ISBN: 9780734611697 / 978-0-7346-1169-7
Price: A$39.95 NZ$47.95 US$29.95
Binding: Softcover
Trim: 200 x 250 mm   252 pp 
Copyright: 2012

Arts Leadership: International Case Studies is an edited collection of international case studies discussing approaches to arts leadership and management.  Based on research by the different contributors, it can be used both as a critical text in arts management education as well as an academic reference. Each article focuses on different themes and uses different theoretical perspectives within leadership. Cases have been drawn from: the UK, Serbia, Canada, the US, Russia, Australia, Denmark, Singapore and Finland.

"There is a need to put arts leadership on the agenda because, in the process of changing times, there is a need for attracting and developing the right leaders as well as recognising the skills required for the field."
Jo Caust

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Part I: Leadership and the Individual

Chapter 1 - Mikhaïl Piotrovsky and the State Hermitage Museum

Chapter 2 - The leadership style of Mira Trailović: An enterpreneurial spirit in a bureaucratic world

Chapter 3 - Vladimir Misharin: Charisma and innovation in the modern Russian arts scene

Part II: Leadership in Different Organisational Contexts

Chapter 4 - The Utah Shakespeare Festival: An evolving arts leadership partnership

Chapter 5 - Leadership in Australian arts companies: One size does not fit all

Chapter 6 - Strategic leadership in China's music industry: A case study of the Shanghai Audio Visual Press

Chapter 7 - Dual executive leadership in the arts: Remi Brousseau, Pierre Rousseau and Le Theatre Denise-Pelletier

Part III: Leadership and Organizational Change

Chapter 8 - Leadership and change management: The case of the Norwegian National Museum of Art

Chapter 9 - Cultural leadership and audience engagement: A case study of the Theatre Royal Stratford East

Chapter 10 - Leadership and transformation at the Royal Shakespeare Company

Part IV: Leadership as an Artistic Process

Chapter 11 - Learning from creative work processes in the theatre: Stepping into character

Chapter 12 - Co-leading the creative process through collaboration

Chapter 13 - Thriving or surviving: Artists as leaders of smaller arts organizations

Chapter 14 - The art of collaborative leadership in jazz bands

Associate Professor Jo Caust is a Principal Fellow at the University of Melbourne and Director of her own arts consulting company, JoCaustArts.  Previously she directed the Arts and Cultural Management Program at the University of South Australia and founded the Asia Pacific Journal of Arts and Cultural Management. She has also worked in the arts sector for over thirty years as an arts practitioner, arts manager and consultant.

Contributors include: (listed in chapter order)

Sylvie Cameron
Laurent Lapierre
Milena Dragicevic Sesic
Irina Khizhinskaya
Maria Naimark
William J Byrnes
Kate MacNeill
Ann Tonks
John Fangjun Li
Guy Morrow
Wendy Reid
Donatella De Paoli
Hilary Glow
Robert Hewison
John Holden
Samuel Jones
Helle Hedegaard Hein
Suyin Chew
Jo Caust
Patrick Furu