The book's central finding is that many orchestras lack internal alignment around their public purpose, limiting their capacity to lead with authenticity. In response, it offers a new conceptual and practical model for organisational cultural leadership-distinct in its focus on institutions rather than individuals-that contributes original research to arts leadership discourse.
This is the first in-depth study of cultural leadership in Australian orchestras, grounded in qualitative research and offering a new model that shifts focus from individuals to institutional practice. It provides critical insight for arts managers, policymakers, and scholars interested in leadership, cultural value, and the evolving role of major performing arts organisations.
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