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Leadership in the State Arts Agency:...

Young, Joy.

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Leadership in the State Arts Agency: A Complexity Perspective.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Leadership in the State Arts Agency: A Complexity Perspective./
Author:	Young, Joy.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2020,
Description:	215 p.
Notes:	Source: Dissertations Abstracts International, Volume: 82-07, Section: A.
Contained By:	Dissertations Abstracts International82-07A.
Subject:	Arts management. -
Online resource:	https://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=28263685
ISBN:	9798557056908

Leadership in the State Arts Agency: A Complexity Perspective.
Young, Joy.

Leadership in the State Arts Agency: A Complexity Perspective. - Ann Arbor : ProQuest Dissertations & Theses, 2020 - 215 p.

Source: Dissertations Abstracts International, Volume: 82-07, Section: A.

Thesis (Ph.D.)--Johnson University, 2020.

This item must not be sold to any third party vendors.

Complexity leadership functions and corresponding behaviors are posited to aid leaders in a complex adaptive system. This study explores leadership within a bureaucratically situated autonomous state arts agency functioning as a complex adaptive system. Guiding this study is the research question: What behaviors used by former state arts agency executive directors align with complexity leadership functions? This study drew from Uhl-Bien, Marion, and McKelvey's (2007) complexity leadership theory model, which defines three functions of complexity leadership: administrative leadership has a results orientation, adaptive leadership tends toward a learning orientation, and enabling leadership has a support orientation. A single qualitative case study using ethnomethodological principles of interviews and document review was undertaken, describing and explaining former executive director behaviors during episodes of leadership. Bricolage methods will provide layers of context connecting complexity leadership functions to leader behaviors. This study lends potential for surfacing new ways to understand the autonomous state arts agency, informing leader behaviors and leadership practices, and contributing strategic insights for operational achievement within a highly nonlinear environment. It might also garner valuable insights useful for educating and developing future leaders in the arts.

ISBN: 9798557056908Subjects--Topical Terms:

3168382
Arts management.
Subjects--Index Terms:

Arts administration

Leadership in the State Arts Agency: A Complexity Perspective.
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520 $a Complexity leadership functions and corresponding behaviors are posited to aid leaders in a complex adaptive system. This study explores leadership within a bureaucratically situated autonomous state arts agency functioning as a complex adaptive system. Guiding this study is the research question: What behaviors used by former state arts agency executive directors align with complexity leadership functions? This study drew from Uhl-Bien, Marion, and McKelvey's (2007) complexity leadership theory model, which defines three functions of complexity leadership: administrative leadership has a results orientation, adaptive leadership tends toward a learning orientation, and enabling leadership has a support orientation. A single qualitative case study using ethnomethodological principles of interviews and document review was undertaken, describing and explaining former executive director behaviors during episodes of leadership. Bricolage methods will provide layers of context connecting complexity leadership functions to leader behaviors. This study lends potential for surfacing new ways to understand the autonomous state arts agency, informing leader behaviors and leadership practices, and contributing strategic insights for operational achievement within a highly nonlinear environment. It might also garner valuable insights useful for educating and developing future leaders in the arts.
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