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This article examines dual leadership in Australian performing arts companies, reflected in the respective roles of artistic directors and general managers. Our findings challenge assumptions underpinning much of the literature on dual leadership; in particular, the assumption that conflict is inevitable between the two leaders. In our research, we identified dual leadership relationships that might more accurately be described as instances of collaborative leadership. We suggest that one explanation for this presence of collaborative leadership may be that the study found similarities in

This paper reports on the experiences of creative practice graduate researchers and academic staff as they seek to comply with the requirements of the Australian National Statement on the Ethical Conduct of Research Involving Humans. The research was conducted over a two-year period (2015 to 2017) as part of a wider project ‘iDARE – Developing New Approaches to Ethics and Research Integrity Training through Challenges Presented by Creative Practice Research’. The research identified the appreciation of ethics that the participants acquired through their experience of institutional research ethics procedures at their university. It also revealed a disjunction between the concepts of ethics acquired through meeting institutional research ethics requirements, the notion of ethics that many researchers adopt in their own professional creative practice and the contents of professional codes of conduct. A key finding of the research was that to prepare creative practice graduates for ethical decision-making in their professional lives, research ethics training in universities should be broadened to encompass a variety of contexts and enable researchers to develop skills in ethical know-how.

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