Abstract
While common in regional theater, the dual leadership model occurs less frequently in other types of arts organizations. This case study examines the leadership structure of a small nonprofit queer-normative arts organization in its first few years. The decision to pursue dual or co-leadership has its share of advantages and disadvantages–not the least of which is conflict. Despite equal power and equal authority, the co-directors have a fundamental disagreement about one of the core values of the organization’s mission causing a reconsideration of how to frame the equity and inclusion principles upon which it was founded. Specifically, an early conflict between co-directors emerges about the difference between creating a “safe space” and providing an inclusive environment for those they set out to serve as defined by the mission of the organization and whether or not these two goals are compatible.
Presenters
Jill SchinbergAssistant Professor, Department of Arts Administration, University of Kentucky, Kentucky, United States
Details
Presentation Type
Paper Presentation in a Themed Session
Theme
The Value of Culture and the Demand of Change
KEYWORDS
Case Study, Arts, Nonprofit, Queer-Normative, Conflict, Divergent Thinking, Dual Leadership
