Successful leaders of major performing arts centres in Australia, Singapore, South Korea and NZ juggle financial, political and artistic challenges.
28 Jul 2015 12:00
Jo Caust
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Writing and Publishing
Adelaide Festival Centre, one of the centres used in Caust’s research
In terms of leadership, the director of a large purpose-built performing arts centres centre may be little more than a manager who ensures that the books are balanced; alternatively, the director may be an active producer/entrepreneur who envisions a creative and expansive role for the centre .
Associate Professor Jo Caust is Principal Fellow (Hon) in the School of Culture and Communication at the University of Melbourne and formerly Associate Professor in Arts and Cultural Management in the School of Management at the University of South Australia. She is Founder Editor of the Asia Pacific Journal of Arts and Cultural Management. She has published four books; Arts Leadership in Contemporary Contexts (Routledge 2018), Arts and Cultural Leadership in Asia (Routledge 2015), Arts Leadership: International Case Studies (Tilde University Press 2012) and Leadership and Creativity; understandings of this relationship in arts organisations (VDM Verlag 2009). She is the author of many articles, book chapters, research reports and conference papers and has worked in the arts sector as an arts practitioner, manager, bureaucrat and consultant.
