APPLIES TO ACADEMIC YEAR 2014/2015

KLS 3551 Arts Leadership

Responsible for the course
Donatella de Paoli

Department
Department of Communication and Culture

Term
According to study plan

ECTS Credits
7,5

Language of instruction
Norwegian

Introduction
Organizations in the arts- and cultural field have many types of challenges, both when it comes to finding relevant performance measures, fulfilling expectations from the wider environment, developing good structures, stimulating creative processes and developing leadership. This course meets these challenges by taking the five most common organizational forms in the arts and culture as a starting point for developing relevant models for organization and leadership. These forms are 1) art institutions, 2) artistic groups, 3) festivals, 4) freelancers, and 5) networks. These organization forms in the arts and cultural field are described and analyzed from the perspective of international research and knowledge about art and cultural organizations and general organizational and leadership theory.

Learning outcome
Acquired knowledge
The student must gain insight and knowledge in how to organize and lead artistic production based on the situation, so-called contingency theory on leadership and organization. Students must also comprehend the history of different organizational forms, the environment, performances, organizational structures, processes, leadership and organizational culture. Moreover, throughout the course the students will learn to develop a professional attitude to handle organizational and leadership challenges in the arts and cultural field.

Acquired skills
The student must develop reflective and analytical abilities related to the organization and leadership of artistic production and also be open to different ways of organizing and managing artistic and cultural tasks dependant on the situation. Throughout the course students must reveal leadership and organizational challenges in the arts and cultural field and find ways to solve these by using knowledge, theories and models. They must also be able to take decisions on functional and effective organizational and leadership forms for the kind of goals, activities and tasks art and cultural organization have. Students will learn to be conscious of their own behaviour and the requirements related to effective group work through working in project groups throughout the semester.

Reflection
The course will develop respect and tolerance for different artistic attitudes and values across different art and cultural fields and promote a professional relation to managing organizational and leadership challenges in the arts.

Prerequisites
None.

Compulsory reading
Books:
Caust, Jo, ed. 2012. Arts leadership : international case studies. Tilde Publishing. 252 sider
Elstad, Beate og Donatella De Paoli. 2014. Organisering og ledelse av kunst og kultur. 2. utg. Cappelen Damm. Hele boken er pensum
Grund, Jan. 2008. Kulturpolitikk er kunst. Universitetsforlaget. s141-173

Recommended reading
Books:
Byrnes, William J. 2008. Management and the arts. 4th ed. Focal Press. 463
Chong, Derrick. 2010. Arts management. 2nd ed. Routledge
Hagoort, Giep, Aukje Thomassen, Rene Kooyman (red.). 2012. Pioneering minds worldwide : on the entrepreneurial principles of the cultural and creative industries. Eburon Publishers. 280 sider

Course outline

• Leadership and organizational challenges in the arts- and cultural field
• Art leadership
• Art and culture in leadership and management
• Presentation of the RESPLO-model - performance - environment - structure - processes - leadership
• Public management of art institutions
• Art institutions - 'The factory'
• Artistic and cultural groups - 'The garage'
• Art- and cultural events - 'The festival'
• Independent artists - 'Free space'
• Network - 'Nomade camp'

Coursework requirements
A draft of the project work has to be presented in the class in the middle of the semester. All members of project groups have to participate.
Recommended use of time in the course: