What makes a competent leader? Increasingly scholars, researchers, and practitioners in arts leadership and management recognize the important links between effective day-to-day practice, visionary thinking, and the theory underlying both. Theory acts as an important framework for conceptualizing leadership capacities, implementing strategies, and evaluating leadership performance. In this course, you will explore theoretical concepts and frameworks around well-known theories about leadership and how they relate to managing and supervising people.
This course presents theoretical frameworks written by the researchers who first articulated them. You will be introduced to the philosophical theories of philosopher, Friedrich Nietzsche. Nietzsche’s ideas have had a strong influence on 21st Century thinking. The articles will help you understand how these theories contribute to understanding leadership practices. You will explore some of the common ideas about leadership in history and the development of ideas about what leadership means. You will also read about new ideas on leadership relating to the concept of “embodiment.” Given that leaders have both bodies and minds, these readings explore the interrelationship between the two and what that means in terms of learning about leadership.
The knowledge gained in this course will strengthen your ability to discuss leadership using theoretical perspectives to support your cogent ideas. The background gained in this course will be useful for developing an added context for understanding and theoretical background you can apply to your current leadership toolbox.
Through this course, you will be able to:
• Identify characteristics of different leadership theories and identify the names of those theories.
• Connect management theories to leadership styles, especially in examining your own leadership capacities.
• Articulate key features of important theories.
• Apply theoretical perspectives to your own writing.
• Engage in peer discussion about these theories and their relevance to everyday practice and how they relate to arts management.
Noncredit courses do not produce academic credit nor appear on a Colorado State University academic transcript.
Textbook and Materials
Required texbook - Bolden, R., Gosling, J., Hawkins, B., & Taylor, S. (2011). Exploring leadership: individual, organizational, and social perspectives (1st ed.). Oxford: Oxford University Press.
In addition to managing arts organizations, Constance DeVereaux has worked as an arts management consultant, arts advocate, and researcher. She brings both applied and philosophical dimensions to the program, and is an international expert in arts and cultural policy. She served as a Fulbright Senior Specialist in both policy and management at universities in Finland, South Africa, and Romania. DeVereaux created the arts management master's program at Claremont Graduate University and the arts management minor at Northern Arizona University, and is the former director of the arts administration program at Shenandoah University. She also lectures internationally on arts management and policy topics and is a frequent presenter at international conferences. Her research interests include cultural citizenship and the arts, culturally sustainable entrepreneurship, arts management practices, and everyday aesthetics. In addition to her academic pursuits, DeVereaux is an award-winning feature reporter for public radio.