ABSTRACT
Arts organizations are pluralistic, reflecting the interests of artists, audiences, and funders as indicated by the defining triangle in Chapter 1. Professional identity is a foundational concern for pluralistic organizations, but their multiple objectives generate a culture of ambiguity. Numerous social theories align with and augment understanding of pluralism, providing context for research on co-leadership. Two theories that segment society into distinct worlds are institutional logics and the French pragmatists' economies of worth. Theories that attempt to reconcile competing objectives include paradox theory, complexity, and hybrid organizations. Institutional logics guide appropriate behaviour in a system of worlds and levels of analysis. The logic of the artistic imperative originated in the Romantic era in Europe. It underpins the professional world that is primary to influencing leadership configuration in the arts. Three other logics influence co-leadership's relation to the artistic ideal. First, the social impact of art inspires audience and community well-being (community-based logics). Second, marketing the relationship with art rather than the product develops arts audiences (market-based logics). Third, the intuitive non-rational nature of creativity produces innovative ideas and ways of doing (profession-based or business-based logics). Scholarly investigation supports this portrait of these logics. Co-leadership hopefully mediates the tensions that emerge.
