Melbourne Business School - Theses

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Start date: 2000 × End date: 2019 × Subject: leadership × Subject: arts leadership ×

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    Be:Longing - enacting Indigenous arts leadership
    Evans, Michelle Marie ( 2012)
    This thesis explores the experiences of Australian Indigenous artists, arts managers and leaders to reveal the distinctive territories or contexts across which they work and the practices they use to provide leadership to their communities, other artists and the wider Australian community. On the basis of in-depth interviews with 29 diverse Indigenous Australian artists and arts leaders, the research identifies four territories and ten practices used to provide leadership, often in the face of ongoing institutionalised racism and a legacy of still widely felt oppression and dispossession from processes of colonisation. This thesis explores the experiences of Australian Indigenous artists, arts managers and leaders to reveal the distinctive territories or contexts across which they work and the practices they use to provide leadership to their communities, other artists and the wider Australian community. On the basis of in-depth interviews with 29 diverse Indigenous Australian artists and arts leaders, the research identifies four territories and ten practices used to provide leadership, often in the face of ongoing institutionalised racism and a legacy of still widely felt oppression and dispossession from processes of colonisation. The thesis argues that this group of artistic leaders has the potential to teach us some new things about leadership. Their particular challenges and experiences enable us to see in richer ways generic tensions in leadership, for example between the importance of negotiating authorisation from a group to act alongside the requirement to sometimes simply authorise ourselves and not wait for a ‘tap on the shoulder’ or vote of support. The research also suggests that the notion of territories as a way of conceptualising the context or space from which leaders act, is widely applicable and captures the embodied and physically anchored dimensions of leadership that are often neglected in leadership research.