Matches in SemOpenAlex for { <https://semopenalex.org/work/W28771907> ?p ?o ?g. }
Showing items 1 to 95 of
95
with 100 items per page.
- W28771907 abstract "This thesis is a explorative research on the the cooperation between a business and an art director in art organisations, their opinion about values for art organisations and the value of leadership duos.Little empirical research is done on leadership duos in the art sector and research on leadership duos in the art sector, combined with values, can be extra significant. The qualitative research strategy is used and leaders from formal and informal duos are interviewed on their cooperation and their values. To test the findings of the interviews a small survey is used as well. Duo to the sensitivity of the subject this research has a high degree of anonymity.What are values? Values are seen as ‘what something is worth to yourself’ and that which matters for the art organisation. Four types of values are distinguished as being important for leaders of art organisations: social, economic, society-related and cultural values.What is leadership? There is a significant difference between a manager (control, results) and a leader (inspire people).What effects leaders in the art sector? The interest of the art sector in management increases because the art sector is becoming more complex. Important is the influence of different flows of money on art organisations.How is the situation of leadership duos in the art sector? In the arts duos, with an artistic and business director, is a common form. The importance of the clarity of the division of task and responsibilities between these two persons is neglected.What are the values of the two persons in a leadership duo? Equal attention to all four values is seen as ideal, but is not the case in practice. Nevertheless, all four values matter for leadership duos in art organisations. Values of the business and artistic director overlap and tasks are blurred as well. Values in general are still neglected as important aspects of organisations, notwithstanding the fact that they could be a great help in preventing conflicts.What are the advantages and disadvantages of leadership duos in the art sector? A leadership duo is valuable for the arts because of the adhesion of values they provide. This is important because all four values are necessary in for the art sector. A leadership duo principally seems helpful, although a duo is less flexible and clear and often results in conflicts. The advantage of the other leader as an addition could be neutralized by finding the additional qualities somewhere else in the organisation. Additionally, it would be well-advised for an organisation to look at the qualities already present in the organisation. Is a duo necessary or can one leader be effective, because there are plenty of qualities within the organisation? If one opts for a duo it is required to discover in advance if the duo results in a synergy and if the two people match. If this is not the case a leadership duo is risky. Personal characteristics, perspectives and values matter most in the cooperation of a duo." @default.
- W28771907 created "2016-06-24" @default.
- W28771907 creator A5085002388 @default.
- W28771907 date "2010-08-23" @default.
- W28771907 modified "2023-09-27" @default.
- W28771907 title "Leadership Duos in Art Organisations and their Value" @default.
- W28771907 cites W1503721008 @default.
- W28771907 cites W1547381331 @default.
- W28771907 cites W1559767978 @default.
- W28771907 cites W1573664742 @default.
- W28771907 cites W1588346319 @default.
- W28771907 cites W1970468785 @default.
- W28771907 cites W1971167516 @default.
- W28771907 cites W1991857453 @default.
- W28771907 cites W2024135760 @default.
- W28771907 cites W2047734511 @default.
- W28771907 cites W2075567786 @default.
- W28771907 cites W2084457680 @default.
- W28771907 cites W2097455335 @default.
- W28771907 cites W2097927556 @default.
- W28771907 cites W2128264241 @default.
- W28771907 cites W2587741316 @default.
- W28771907 cites W3188268912 @default.
- W28771907 cites W631137809 @default.
- W28771907 cites W650057836 @default.
- W28771907 cites W74234401 @default.
- W28771907 hasPublicationYear "2010" @default.
- W28771907 type Work @default.
- W28771907 sameAs 28771907 @default.
- W28771907 citedByCount "0" @default.
- W28771907 crossrefType "journal-article" @default.
- W28771907 hasAuthorship W28771907A5085002388 @default.
- W28771907 hasConcept C111472728 @default.
- W28771907 hasConcept C119857082 @default.
- W28771907 hasConcept C120936955 @default.
- W28771907 hasConcept C138885662 @default.
- W28771907 hasConcept C144024400 @default.
- W28771907 hasConcept C144133560 @default.
- W28771907 hasConcept C162324750 @default.
- W28771907 hasConcept C162853370 @default.
- W28771907 hasConcept C17744445 @default.
- W28771907 hasConcept C185592680 @default.
- W28771907 hasConcept C187736073 @default.
- W28771907 hasConcept C199539241 @default.
- W28771907 hasConcept C2776291640 @default.
- W28771907 hasConcept C2777146004 @default.
- W28771907 hasConcept C39549134 @default.
- W28771907 hasConcept C41008148 @default.
- W28771907 hasConcept C55493867 @default.
- W28771907 hasConcept C70789860 @default.
- W28771907 hasConceptScore W28771907C111472728 @default.
- W28771907 hasConceptScore W28771907C119857082 @default.
- W28771907 hasConceptScore W28771907C120936955 @default.
- W28771907 hasConceptScore W28771907C138885662 @default.
- W28771907 hasConceptScore W28771907C144024400 @default.
- W28771907 hasConceptScore W28771907C144133560 @default.
- W28771907 hasConceptScore W28771907C162324750 @default.
- W28771907 hasConceptScore W28771907C162853370 @default.
- W28771907 hasConceptScore W28771907C17744445 @default.
- W28771907 hasConceptScore W28771907C185592680 @default.
- W28771907 hasConceptScore W28771907C187736073 @default.
- W28771907 hasConceptScore W28771907C199539241 @default.
- W28771907 hasConceptScore W28771907C2776291640 @default.
- W28771907 hasConceptScore W28771907C2777146004 @default.
- W28771907 hasConceptScore W28771907C39549134 @default.
- W28771907 hasConceptScore W28771907C41008148 @default.
- W28771907 hasConceptScore W28771907C55493867 @default.
- W28771907 hasConceptScore W28771907C70789860 @default.
- W28771907 hasLocation W287719071 @default.
- W28771907 hasOpenAccess W28771907 @default.
- W28771907 hasPrimaryLocation W287719071 @default.
- W28771907 hasRelatedWork W1511130624 @default.
- W28771907 hasRelatedWork W1565897908 @default.
- W28771907 hasRelatedWork W1904979759 @default.
- W28771907 hasRelatedWork W197802549 @default.
- W28771907 hasRelatedWork W2052419717 @default.
- W28771907 hasRelatedWork W2158855450 @default.
- W28771907 hasRelatedWork W2273948533 @default.
- W28771907 hasRelatedWork W2290479913 @default.
- W28771907 hasRelatedWork W2402409621 @default.
- W28771907 hasRelatedWork W2484569755 @default.
- W28771907 hasRelatedWork W2490580540 @default.
- W28771907 hasRelatedWork W2621351940 @default.
- W28771907 hasRelatedWork W27444240 @default.
- W28771907 hasRelatedWork W2793133207 @default.
- W28771907 hasRelatedWork W2948988004 @default.
- W28771907 hasRelatedWork W3134109057 @default.
- W28771907 hasRelatedWork W3203423260 @default.
- W28771907 hasRelatedWork W40952138 @default.
- W28771907 hasRelatedWork W1488796892 @default.
- W28771907 hasRelatedWork W2992593609 @default.
- W28771907 isParatext "false" @default.
- W28771907 isRetracted "false" @default.
- W28771907 magId "28771907" @default.
- W28771907 workType "article" @default.