Cultural institutions such as the Royal Danish Theater in Copenhagen face a paradox. On the one hand, they are creative organizations inhabited by artistically gifted people. On the other, they are embedded in a dense set of structures and traditions that inhibit creativity and innovation. I examine a leadership initiative undertaken by the former artistic directorat the Royal Danish Theater that was designed to address this problem. The Red Room was the scene for the evolution from a transformational and directive leadership style, to an integrating creative leadership. The whole creation and decision-making process became flatter on the one hand, where all the stakeholders have equal authority, but on the other hand more linked to the individuals’ expertise, with a final decision-making belonging to one legitimate stakeholder. This integrating creative leadership approach is an element in the success of the Red Room meeting both its artistic and economic goals, in line with the Royal Theater’s new guideline of providing quality performances to a wider range of the population. This new type of leadership is embedded in a time when many cultural institutions in Europe have started integrating collaboration, flexibility, and ownership in their approach. These societies are experiencing a need for change in creative participation and decision-making process, affecting theaters, embedded in these societal concerns.
|Educations||MSc in Business, Language and Culture - Diversity and Change Management, (Graduate Programme) Final Thesis|
|Number of pages||84|