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Indigo Harmonising Cultural Leadership Professional Orchestras | Erin Mills Town Centre
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This book interrogates the widespread yet ill-defined use of "cultural leadership" in strategic plans, policies, and industry discourse. Despite its ubiquity, the term lacks clarity and cohesion in both theory and practice. Based on fieldwork with 20 artistic and executive leaders, Harmonising Cultural Leadership in Professional Orchestras uncovers a deeper uncertainty within orchestras about their role in society. These tensions-between artistic tradition and civic expectation-are explored through rich case material and critical analysis. The book proposes a new organisational model of cultural leadership centred on purpose alignment, authentic social participation, and stakeholder value creation. Its insights will resonate across the performing arts and cultural sectors. The book's central finding is that many orchestras lack internal alignment around their public purpose, limiting their capacity to lead with authenticity. In response, it offers a new conceptual and practical model for organisational cultural leadership-distinct in its focus on institutions rather than individuals-that contributes original research to arts leadership discourse. This is the first in-depth study of cultural leadership in Australian orchestras, grounded in qualitative research and offering a new model that shifts focus from individuals to institutional practice. It provides critical insight for arts managers, policymakers, and scholars interested in leadership, cultural value, and the evolving role of major performing arts organisations.
This book interrogates the widespread yet ill-defined use of "cultural leadership" in strategic plans, policies, and industry discourse. Despite its ubiquity, the term lacks clarity and cohesion in both theory and practice. Based on fieldwork with 20 artistic and executive leaders, Harmonising Cultural Leadership in Professional Orchestras uncovers a deeper uncertainty within orchestras about their role in society. These tensions-between artistic tradition and civic expectation-are explored through rich case material and critical analysis. The book proposes a new organisational model of cultural leadership centred on purpose alignment, authentic social participation, and stakeholder value creation. Its insights will resonate across the performing arts and cultural sectors. The book's central finding is that many orchestras lack internal alignment around their public purpose, limiting their capacity to lead with authenticity. In response, it offers a new conceptual and practical model for organisational cultural leadership-distinct in its focus on institutions rather than individuals-that contributes original research to arts leadership discourse. This is the first in-depth study of cultural leadership in Australian orchestras, grounded in qualitative research and offering a new model that shifts focus from individuals to institutional practice. It provides critical insight for arts managers, policymakers, and scholars interested in leadership, cultural value, and the evolving role of major performing arts organisations.
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