Routledge – 2014 – 312 pages
A memorable performance of the New York City Ballet or a captivating exhibition at the British Museum could only be presented by arts institutions that are well-managed under strong leaders. Arts Leadership is the first book that describes the singular importance and crucial effect that the leader has on these and other world-class institutions.
This book takes the reader behind the scenes of the world’s greatest arts institutions and, through case studies and interviews, explores the uniqueness of arts leadership. Arts Leadership also presents the causes and implications of the growing gap between the need for arts leaders and the number of individuals capable of taking on those roles; a gap that will widen worldwide over the next ten years, creating a crisis in the industry.
Describing the leadership challenges currently faced in America and Europe and the impending demand in the Middle East and Asia for leaders of museums, orchestras, performing arts centers and other related arts organizations, this text is a must-read for anyone interested in arts management, museum studies, cultural policy or nonprofit administration.
Introduction: Why it is Important to Study Arts Leadership? Part I: Theory and History 1. History of Arts Leadership 2. What is Leadership? 3. The Model Arts Leader and His Effect on Creating and Sustaining Great Arts Institutions Part II: Types of Arts Leader 4. The Turn Around Leader 5. The Creator/Entrepreneur 6. The Brand Builder/Sustainer 7. The Partner 8. The Adapter 9. Learning the Lessons from Arts Leaders 10. Post Script: Globalization and the "Third Generation" Arts Leader
James Abruzzo is Managing Director of Nonprofit Practice at DHR International and co_director of the Center for Nonprofit and Philanthropic Leadership at Rutgers University, USA.