ABSTRACT
Culture is often studied as the product of sociopolitical underpinnings, class-caste dynamics, gender inequalities and societal prerogatives. Culture is rarely considered as an agent in the present, despite its longstanding history of being a hotbed for entrepreneurial activity. Cultural entrepreneurship is a unique kind of entrepreneurship: although its roots are entrenched in arts management, its scope has grown to include anthropological, cultural and creative industries. With digitisation, globalisation, interculturalism, and changing trends in global economies, tradition offers modernity with many time-tested products of culture, while leaving the onus on thoughtful cultural entrepreneurship to harness its bounties.
Cultural entrepreneurship as a leadership model needs to be both inclusive and manage change to its advantage, to successfully convert cultural enterprise to creative capital. This chapter outlines successful models of inclusive leadership in the culture space and discusses the challenges to cultural entrepreneurship in India.
