An international study on the director's role in art museum leadership

Abstract

By the 20th Century, tax codes made a distinction between for-profit and not-for-profit organisations. The distinction was that not-for- profits were to supply a service to society like hospitals, churches and museums. The distinctions are no longer clear. There is a demand for 'new breed' or hybrid directors in an environment favoring economic capital and searching for people who can be champions for social capital. This international cross-disciplinary research explores the leadership challenge through personal interviews and survey feedback with 72 museum directors or associate directors across Australia, the United States, England and Canada. Organisation psychology and management theory is brought to the field of art history. Art history is the traditional breeding ground for museum directors. In concluding, the thesis argues for a range of propositions to address the current leadership crisis in art museums based on a new understanding of leadership and leadership development

Date of Award	1998
Original language	English