Dual leadership as a problem-solving tool in arts organizations

Abstract

discussion of leadership is complicated by a plethora of definitions of -term. These definitions serve equally diverse theories and arguments. According to Yukl (1994), definitions of leadership reflect assumption that it involves a social influence process whereby intentional influence is exerted by one person over other people to structure activities and relationships in a group or One aspect of this assertion is given centre stage here, which is that in most definitions is singular. In recent studies (see Gronn, 2002), it is generally agreed that concept of a singular is a simplification. Although one commonly holds ultimate authority, that does not necessarily lead all time or in all cases. Gronns (2002) criticism focuses on the unit of analysis consisting of a solo or stand-alone leader (p. 423). He suggests distributed leadership as a unit of analysis instead. This criticism from an analytical point of view follows Gronns earlier work (1999), in which he introduces the neglected role of leadership couple. It is this latter, more descriptive, discussion to which leadership in arts organizations may make a contribution. The descriptions of plural leadership and shared leadership (Pearce and Conger, 2003) provide literature with leadership couples and co-leaders. This is in addition to leadership teams or other groups of leaders consisting of more than two people. Co-leaders as defined by Heenan and Bennis (1999) present secondin-command as a sometime prominent in organization. Leadership couples include many types of partnership in which leadership is shared. One such case would be a couple of equal rank jointly running organization, a construction best compared to a country with two kings or a ship with two captains. The leadership couple is immediately problematic, from a logical point of view, if they not only have equal rank but also meet on each other s turf. If formal leadership of operations is two persons, then a disagreement between two kings or two captains may lead to war, anarchy or loss of control. Such leadership creates a management impasse dual becomes a duel, a battle for leadership. The two-king country, two-captain ship and dual-leadership organization have apparently all existed. In arts institutions leadership appears to be not far removed from normal practice (see Reid, 2003, 2005; Pearce, Perry and Sims, 2001). In most instances leadership structure is temporary, intended to resolve a management impasse rather than to create such an impasse. This dynamic of changing leadership structures to resolve a management crisis is not new, but introduction of leadership with equal rank to successfully address this situation is not found in management literature. Alex de Voogt is a researcher and teacher at Leiden and Maastricht universities in

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