TY - BOOK AU - Fjellvær,Hilde AU - Fjellvær,Hilde AU - Reid,Wendy TI - Co-Leadership in the Arts and Culture: Sharing Values and Vision T2 - Routledge Research in the Creative and Cultural Industries SN - 9780429504259 PY - 2023/// PB - Taylor & Francis, Routledge [Imprint] KW - Arts KW - Management KW - Leadership KW - Gestion KW - fast KW - BUSINESS & ECONOMICS / Leadership KW - bisacsh KW - BUSINESS & ECONOMICS / Management KW - Business and Management KW - thema KW - Economics, Finance, Business and Management KW - Management and management techniques KW - Management: leadership & motivation KW - PERFORMING ARTS / Business Aspects KW - Performing arts KW - The Arts KW - Theatre studies KW - Ad KW - Artistic Autonomy KW - Artistic Ideal KW - Artistic Imperative KW - Artistic Leaders KW - Artistic Logic KW - arts administration KW - Arts Administration Educators KW - arts management KW - Arts Management Literature KW - Arts Management Research KW - arts organizations KW - Arts Organizations KW - Balanced Integration KW - Board Staff Relations KW - Board Staff Relationship KW - co-leadership KW - Co-leadership Relationship KW - Distributed Leadership KW - executives KW - governance KW - Institutional Logics KW - interdependence KW - leadership KW - Leadership Configuration KW - plural leadership KW - Plural Leadership KW - Pluralistic Organizations KW - Profession Logic KW - Professional Service Firms KW - risk management KW - Role Crafting KW - Role Space KW - Social hierarchy KW - Status Conflict KW - Trust Building Mechanisms KW - vulnerability N1 - Free-to-read N2 - 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. Chapter 4 of this book is freely available as a downloadable Open Access PDF at http://www.taylorfrancis.com under a Creative Commons Attribution-Non Commercial-No Derivatives (CC-BY-NC-ND) 4.0 license UR - https://library.oapen.org/handle/20.500.12657/90376 ER -