Managing the Arts: Leadership and Decision Making under Dual Rationalities

Cray, David; Inglis, Loretta May; Freeman, Susan

doi:10.3200/jaml.36.4.295-314

Cited by 43 publications

(23 citation statements)

References 27 publications

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“…This implies that transactional leadership is an instrument that motivates staff by appealing to their self-regard, which play imperative role in the enhancing employee commitment. SET also support the finding, that this style of leadership is an exchange among leaders and employees, where each person gets something from each other and committed toward organization (Cray, Inglis, & Freeman 2007). It shows that when employees receive support from their organization and have strong relationship with their supervisors, it helps employees to stay longer with the organization.…”

Section: Discussionsupporting

confidence: 58%

The Measurement of the Effectiveness of Leadership Styles for Organizational Commitment in Pakistan

Ahmad¹,

Majid²,

Zin³

2015

ASS

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This paper examines the relationship between transformational and transactional leadership and organizational commitment. Survey method was used for the purpose of collecting data from academic staff working in public sector Tertiary Institutions in Pakistan. Total 200 questionnaires were collected. After the process of data analysis, the results revealed both transformational leadership styles and transactional leadership style have significant effect on organizational commitment. However, PLS modelling outcome showed that the transformational leadership style was more influencing factor on organizational commitment than transactional leadership. Besides that, conclusions were drawn and recommendations were highlighted.

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Section: Discussionsupporting

confidence: 58%

The Measurement of the Effectiveness of Leadership Styles for Organizational Commitment in Pakistan

Ahmad¹,

Majid²,

Zin³

2015

ASS

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“…The artistic logic entails values such as pleasure, creativity, sensitivity, uniqueness and autonomy. It is the lifeblood of cultural organisations and being successful on the artistic front leads to a respectable reputation (Cray, Inglis, and Freeman 2007). In contrast, values such as order, measurement, calculation and routine prevail within the managerial logic (Daigle and Rouleau 2010).…”

Section: Cultural Employersmentioning

confidence: 99%

“…In contrast, values such as order, measurement, calculation and routine prevail within the managerial logic (Daigle and Rouleau 2010). Performing well in the supporting functions of the organisation or 'humdrum' tasks (Caves 2000) leads to financial sustainability (Cray, Inglis, and Freeman 2007). In line with this dual logic, organisations employ different workers for artistic and humdrum or operational tasks.…”

Section: Cultural Employersmentioning

confidence: 99%

The intern economy in the cultural industry: an empirical study of the demand side

Skujina

Loots

2020

Journal of Education and Work

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Internships are work-based learning experiences, but when they are unpaid and become the standard after formal education, they imply an opportunity cost and could add to the formation of obstacles to the socioeconomic mobility that (public) education should seek to attenuate. The present study consists of an evaluation of the intern economy in the French-speaking part of Belgium. Based on data of over 900 available positions in the cultural industry, we examine the demand for internships by organisations and address issues such as substitution and efficacy in the intern economy. We discuss our findings in light of some proposed misconceptions regarding the education-based meritocracy, related to the diminishing role of educational credentials in hiring decisions, the changing role of education in socioeconomic mobility, and the overlooked role of employers that prioritise the productive efficiency of their organisations over equal opportunities.

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“…Derfor kan supervisionsforvaltningen, der følges af NPM-reformer, også ses som en styringsperiode, der underminerer de professionelles ret til at styre på professionens praemisser, samtidig med at administratorerne får mere magt. I kulturinstitutionerne har ledere og arts managers derfor skullet håndtere en dikotomi mellem en kunst/kulturlogik og en mere rationel management-logik (Caust 2008;Cray, Inglis, & Freeman 2007;Røyseng 2008;Daigle & Rouleau 2010). Kulturinstitutionerne skal således navigere i et spaendingsfelt mellem forvaltningens krav til konsistent ledelse på tvaers af sektorer (f.eks.…”

Section: Andersen Og Det Strategiske Imperativunclassified