Beruflich Dokumente
Kultur Dokumente
DOI: 10.1177/0018726709335539
Volume 62(7): 10731112
The Author(s), 2009
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A B S T R AC T
K E Y WO R D S
Introduction
Most scholars and management practitioners view dual leadership as an
unusual structure, but it has been a longstanding feature of a range of
organizations, particularly in the non-profit field. It is also found in banking,
film, journalistic organizations like newspapers and high tech businesses
(Alvarez & Svejenova, 2005).
Many leadership and management scholars argue that a dual executive
leadership structure cannot function effectively (Alvarez & Svejenova, 2005;
Locke, 2003; Locke et al., 2007). A recent discussion between Locke et al.
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Literature review
This study involved two topics that have substantial traditions of research in
the social psychological literature: conflict and its management and leadership. While our research questions exist at the intersections of these two
streams, research in conflict management and leadership have developed, for
the most part, independently. However, the end of this section provides a look
at matrix structure, which is another intersection of conflict and leadership in
organizations. In this review, a discussion of the pertinent findings from these
literatures follows an examination of the research on cultural and creative
organizations where tensions between artistic and business values dominate.
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Conflict research is reviewed next, followed by an overview of leadership studies. Following that is a discussion of the research on matrix organizations in which both conflict and leadership are seen as phenomena that arise
out of complex organizational forms.
Conflict
To begin, situated within the field of social psychology is a definition of
conflict: perceived differences or incompatibilities, where discrepant views
or interpersonal incompatibilities contribute to the tension of conflict (Jehn,
1995: 257). Early views in this field positioned this tension as exclusively
destructive and sought means to eliminate conflict (Blake & Mouton, 1984;
Pondy, 1967). Scholars subsequently argued that conflict needed managing
rather than avoidance or elimination (Brown, 1983; Thomas, 1998).
Recently, researchers of groups and top management teams (TMTs) have
found that certain types of conflict can productively assist in group
processes (Amason & Schweiger, 1997; De Dreu, 1997; Jehn, 1997a;
Tjosvold, 2006).
Researchers in social psychology have long claimed that conflict might
be one of two variations one is task and the other is emotional (Deutsch,
1969). Recently, process conflict has been identified (Jehn, 1997b). Taskoriented conflict focuses on substantive choices involved in making decisions.
Focusing on outcomes, recent contributors have valued this conflict type
because it reduces the pressure to conform (Amason & Schweiger, 1997;
Jehn, 1997a; Tjosvold, 2006), develops more creatively conceived decisions
(Amason, 1996; Eisenhardt, 1989b; Peterson, 1997) and generates greater
acceptance of communal decisions among group members (Amason, 1996).
Emotionally-oriented conflict refers to disagreements over personal
values that involve responses like anger and hostility. Resulting hostility
siphons energy and focus away from the tasks of the group, with a negative
and potentially paralytic impact on decision-making (Janssen et al., 1999;
Jehn & Mannix, 2001; Pelled et al., 1999).
Process-oriented conflict involves differences about the method of
undertaking the task and responsibilities within the group (i.e. who does
what?) (Hinds & Bailey, 2003; Jehn, 1997b). It can easily lead to
emotionally-oriented conflict in circumstances where roles are specifically
defined (Jehn, 1997b). However, it is constructive in a groups process to
clarify task structures and responsibilities early (Jehn & Mannix, 2001).
Much conflict research in work groups has been restricted to observing conflict types and their outcomes within the group on decision-making
and strategy development through demographic study, experiments and
some field observation (Amason & Schweiger, 1997; Hambrick & Mason,
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Leadership
Traditionally leadership is conceived as a one-person phenomenon. Shared
leadership was counterintuitive because, for many centuries, strong solo
monarchs and church leaders dominated. Currently, charismatic political
leaders are profiled in the media. The study of unitary leadership started with
an examination of individual traits (Stodgill, 1948), reflecting the great men
perspective. Later the focus moved to a values-driven individual functioning
as a charismatic or transformational leader (Bass, 1985; House, 1977). These
theories called for strong, individually conceived views and vision, so the
notion of multiple leaders in the same role in an organization would generate
unacceptable differences.
A number of seminal works have influenced generally accepted
thinking in favour of unitary leadership (Alvarez & Svejenova, 2005). Fayol
(1949) advocated unity of command and direction in a pyramidal hierarchy,
in order to achieve a rational and efficient process and to avoid confusion,
emotion and conflict. In his study The theory of social and economic organization, Weber (1924/1947) argued that authority and power should be vested
in a single leader, in order to generate a consensus in the organization.
Barnard (1938) described how the specific vision and moral tone set by a
single executive leaders authority would generate the cooperation by
employees necessary for a successful organization. Mintzbergs study (1989)
of executive leaders activities observed that all leadership functions need to
be situated within one leader. Cumulatively, these scholars have influenced
generally accepted thinking about the importance and normative value of
single leadership.
Locke recently argued that developing a vision and hiring a strong
group of people to carry out that vision were the essential responsibilities of
an executive leader and that only one person could fulfil these responsibilities
(Locke, 2003; Locke et al., 2007). He defines leadership as the process of
inducing others to take action toward a common goal (2003: 271). In
contrast, advocates of multiple leadership (Pearce & Conger, 2003b) have
focused on a more informal and emergent understanding where the destructive conflict envisioned by advocates of single leadership may not exist. But
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Research context
This study used non-profit performing arts organizations in Canada as
illustrative case studies of conflict dynamics in duos at the executive leadership level and their impact on the ability of various members of the organization to do their jobs. While the two leadership roles developed as a
complement to each other driven by external pressures (Peterson, 1986),
there are a range of factors that would generate conflict between the leaders.
The causes of conflict are outside the focus of this study, but five features of
the organizational context provide some understanding of how conflict is a
backdrop to the duos relationship.
The first feature looks at the normal hiring process and functional
responsibilities of the two leaders. In the cases of this study, typical of
organizations in this field, the duo involved an artistic director (AD) and an
executive director (ED). The leaders were chosen by the Board of Directors
and hired independently of each other. None shared the same tenure or
contract conditions. The hiring context, therefore, provides little opportunity
for the two leaders to gain any previous working understanding that might
mitigate conflict.
The ADs oversaw the selection of artistic productions for the season.
These leaders were often directly involved in either creation or performance
activities and proposed the key artistic personnel to undertake that season.
That persons taste and style made the organization distinctive in the market.
The artistic side of the organization was typically unionized and its working
schedule spanned late mornings through to the evening, sometimes split shifts
and often weekends.
The ED was in charge of the revenue development activities like
fundraising, marketing and government relations; the ED was also typically
responsible for the budget planning process with the finance functions reporting to them. The ED was typically the partner most in touch with the Board
of Directors, working with them on governance issues, environmental
scanning and networking. The people reporting to this leader were business
staff working a usual nine to five oclock weekday schedule. They were rarely
unionized.
The two leaders would normally connect at points throughout the year
where the artistic plans and activities were integrated with the expectations
for audience and funded resources. Balancing the annual budget is the moment
when debate and potential differences would surface over resources needed
for each side of the organization, to move forward the work of certain functions or to realize certain artistic plans (Chiapello, 1998; Lampel et al., 2000).
The second distinctive feature involved the sensibilities in orientation
and training of the AD and the ED. Chiapello (1998) described the roots of
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Methodological approach
Case selection
Cases were selected to vary along three features: distinguishing characteristics of the organization (type of art form and size), their environment
(variations in funding contexts) and the leadership duo (respective tenure
length, founder status, educational and experience backgrounds and the
health of the relationship). The eight cases analysed here represented a
symphony orchestra, two dance, three theatre and two opera organizations.
Particular effort was made to research several organizations where the
relationship was known to be particularly problematic. The nature of these
difficult leadership duos ranged from a distant relationship, to an overtly
destructive and toxic dynamic. These cases proved very useful in exploring
destructive conflict in this study.
Data collection
Unstructured hour-long interviews took place (McCracken, 1988) with individuals in and around the organization providing a cross-sectional view of
the situation. Each case site generated an average of eight interviews with a
total of 79 interviews across the cases. Those interviewed were: both leaders,
usually the chair of the Board of Directors, two other members of the Board
who might have insights on the leader relationship (often including the
treasurer), two members of staff who had a sense of internal dynamics of
the leadership (often the finance or production director and the marketing
or fundraising director), an artist associated with the company and finally,
the appropriate discipline officer at the federal or provincial funding
organization.
Data analysis
Particular events or ongoing behaviours were reported differently from one
respondent to another. Rarely were the reports contradictory, but they
reflected the variations in perspectives. Reports from a third and fourth
respondent were helpful in understanding differences between respondents
to complete the portrait. While there was inevitably some image management behaviour undertaken by one or the other of the leaders in their interview conversations, the 360 degree effect of the interviews provided a
multifaceted view of the leadership duo (Eisenhardt & Graebner, 2007).
The analysis of data involved an iterative process that was inductive and
deductive (Denis et al., 2001). Phases involving data collection, consultation
of the literature and writing reports and papers throughout the process shaped
the study. The analysis was accomplished in a traditional grounded theory
manner searching for repeated themes (Bryman, 2004; Bryman et al., 1996;
Coffey & Atkinson, 1996; Strauss & Corbin, 1998), crossing and comparing
cases searching for patterns (Eisenhardt, 1989a; Eisenhardt & Graebner,
2007; Yin, 2003) and finally, abstracting the themes and their relationships.
In the next section the findings in this study are outlined, followed by
discussion of implications and applications.
Findings
First, we outline the main constructs that emerged in the analysis of the eight
cases and then we go on to discuss in more detail the nature of the relationships among the conflict types, conflict behaviours and their implications for
organizational processes.
Central constructs
As studied in the social psychology literature on conflict, three conflict types
were reflected in this studys cases. These were task-oriented conflict, processoriented conflict and emotionally-oriented conflict.
We also uncovered a previously unreported form of conflict behaviour
in the dual leadership structure in these organizations. Four types of
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behaviour emerged that we refer to as conflict dissemination: adviceseeking, mediation, alliance-seeking and abdication. Advice-seeking involved
attempts to consult other organizational members and gather information
regarding the issues of conflict. Mediation happened when either a Board or
staff member enabled communication between the two. Alliance-seeking
involved behaviour by one leader to leverage power through alliances
with other organizational members to create opposition to the other leader.
Abdication of decision-making occurred when the two leaders were unable
to make a decision and they sent the issue up to the Board or down to middle
managers for resolution.
Organizational processes explored here involved three elements
internal to the organization: operational functions, leadership attribution
and morale. The data for these notions were found in the interviews with
the staff and Board members, and hence, are perceptions of the leaders
collective behaviour and how these perceptions affect work and attitudes in
the organization. Operational functions focused on decision-making about
annual programming and other longer term plans, and perceptions of their
timeliness and effectiveness. Leadership attribution reflected respect in the
direction of the duo. This respect generated weight for their decisions, and
appeared to motivate the organizational members to carry out these
decisions. Organizational morale involved a sense of member confidence in
the organizations future a collective sense of efficacy (Bandura, 1982;
Bohn, 2002).
Appendix A provides a list of all constructs used in this study with
some illustrative citations from the data for each.
Construct relationships
The research questions for this study enquired about how dual executive
leaders in creative organizations manage conflict and what influences the
conflict dynamic had on the work within the organization. The analysis
suggested two new conflict dynamics in response to these questions. First,
these duos either retained conflict between them or disseminated it through
the organization as a means of managing the conflict. The three different
conflict types co-occurred with the different types of conflict dissemination.
Task conflict appeared to co-occur with retention of the conflict or with
advice-seeking. Process conflict appeared to be either retained within the duo
or disseminated through alliance-seeking or advice-seeking. Emotionallyoriented conflict seemed to be retained temporarily, and then disseminated
either in the form of mediation, alliance-seeking or abdication.
Conflict type
Conflict
dissemination
type
Organizational processes
Operational
Leadership
Organizational
functions
attribution
morale
(timely/slow)
(strong/weak)
(high/low)
Task-oriented
Internally
retained
More timely
Case A
Stronger
Case A
Higher
Case A
Adviceseeking down
Less timely
Cases B, D
Stronger
Cases B, D
Higher
Cases B, D
Internally
retained
Slower
Case C
Less strong
Case C
Less high
Case C
Adviceseeking up;
Allianceseeking
Less timely
Cases B, C, G, I
Less strong
Cases B, C, G, I
Less high
Cases B, C, G, I
Slower
Cases C, E
Less strong
Cases C, E
Less high
Cases C, E
Slower
Cases E, H
Weaker
Cases E, H
Lower
Cases E, H
Process-oriented
Emotionally-oriented Internally
retained
Allianceseeking above;
Mediation;
Abdication of
decisionmaking
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Dissemination
of conflict
Internal to duo
Advice-seeking
Mediation
Alliance-seeking
Abdication of decisions
(down/up)
Causes of
conflict
Conflict type
Task-oriented
Process-oriented
Emotionally-oriented
Organizational
processes
Operational
functions
(timely/slow)
Leadership
attribution
(strong/weak)
Morale
(high/low)
(present/absent)
Figure 1
financial issues. While the AD was sometimes combative, the EDs role was
a neutral facilitative one that helped to keep discussions task-oriented. This
forum provided the two executive leaders with a vetting process on which
to base their decisions. The finance director explained the dynamic:
Among the three of us I am on one side of the spectrum, AD on the
other side of the spectrum with ED in the middle mediating and . . .
you would understand that ED makes a fine mediator. He has that skill
and he does it well.
Proposition 1a: When task-oriented conflict occurs in the duo, it is
likely to co-occur with internal retention of conflict and/or conflict
dissemination through advice-seeking.
Process-oriented conflict
Process-oriented conflict involves the tasks what, how and who. In this
study, process-oriented conflict was generated when one member transgressed the boundaries of the others role, when one duo member was unable
to deliver their partners needs or when there were value differences between
the two leaders about how tasks should be undertaken.
In Case B, when the AD was particularly concerned about the engagement of a star artist, he expressed his frustration with the EDs approach to
another staff person by interpreting the EDs delay in concluding the engagement as evidence of poor commitment to the larger cause of the organization. The alliance-seeking behaviour attempted to rally others to the ADs
point of view, and it distributed the conflict around the organization. One
senior manager explained her experience with the AD:
AD had a little hissy fit yesterday about . . . how hes the only one in
this organization who he was mad because ED hadnt made a phone
call about an artist yet for somebody who he wants for his show 18
months down the road, . . . he made a comment about how hes the one
left holding the bag around here all the time.
This situation reflects the instability of process-oriented conflict for the
organization.
Proposition 1b: When process-oriented conflict occurs in the duo, it is
likely to co-occur with conflict dissemination through alliance-seeking.
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Emotionally-oriented conflict
In the cases studied, emotionally-oriented conflict appeared to involve
alliance-seeking, mediation and occasionally abdication of decision-making.
Instances occurred where emotionally-oriented conflict was, for a time,
retained within the duo.
Case E provided an example of open emotionally-oriented conflict that
eventually involved dissemination. When the ED could not develop the
resources to satisfy the ADs expanded production demands, the AD became
angry at being let down by the ED. For a time, this conflict remained internal
between the two, and was hidden from the rest of the organization. However,
the conflict was eventually shared externally by using an intermediary
working in the artistic department to exchange information. They were then
able to communicate on a limited basis. However, the mediation did not
improve the ED/AD relationship. Increasingly the ED and AD arranged daily
schedules purposely to avoid the others presence in the organization, and
they immersed themselves in their respective functional roles.
Ultimately, the AD planned a season that would result in significant
deficit, but the two were unable to talk about the problem. The ED resorted
to seeking an alliance with the Board to gain support and restore a balance
of power. He explained his strategy in the following manner:
And then when I started to see [production x] going off the rails in
terms of expenses once again, I realized that living an insular life of trying
to solve the problems without getting any sense of partnership from AD,
or a sense from AD to his staff, downwards to his staff, that they needed
to modify things, I decided Id put it out on the table in a more public
venue and thats where I decided to bring it to the executive and finance
committees and identify it as an issue and ask AD to attend.
However, no additional mediation by the chairperson was able to
repair the relationship. The ED felt that after five years, he was no longer
able to function effectively in the organization, so he found a position in a
duo elsewhere.
Proposition 1c: When emotionally-oriented conflict occurs in the duo,
it is likely to co-occur with internal retention of conflict or conflict
dissemination through mediation and/or alliance-seeking below the
duo and/or abdication of decisions above the duo.
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Discussion
Two research questions oriented this study of creative organizations. The first
inquired about the dynamics of conflict within the dual executive leadership
relationship, and the other queried the nature of the impact of this relationships dynamics on the organizational members and processes. Two sets of
findings answered these questions. First, when twinned with previously
defined conflict types, conflict dissemination linked conflict dynamics within
the duo to the whole organization. Second, the two co-occurring conflict
constructs influence three organizational processes: operational functions,
leadership attribution and morale.
Researchers of conflict usually examined the phenomenon as it
occurred between two individuals, or within a group. In contrast, this study
looked at the effect of conflict found originally between two parties on the
rest of the organization. This insight is important to creative organizations
because it helps explain some variations of internal stability and its link with
this relatively common structure of leadership in these organizations.
The leadership duo is an arena for balancing and negotiating differences present in the paradoxes normally found in these organizations. When
the duo extended the conflict beyond them, as far as the duo was concerned
the conflict was managed, but this behaviour had an impact by extending
the conflict throughout the organization. In many cases, leadership attribution and morale within the organization were damaged and decisions were
delayed or impaired, creating an unstable situation. While dissemination
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Future research
The first potential research question focuses on the context of conflict for
creative organizations. This study has treated the range of arts disciplines in
a generic fashion in an attempt to describe the variations in the dynamic
itself. But little was done to deconstruct one art discipline from another.
More cases need to be studied to be able to differentiate factors in each of
the four disciplines covered in the study. Using data that include more cases
for each discipline, and other data from film and journalism might provide
nuances where the organizational mandate plays a role in the conflict
dynamics of the duo.
Second, despite the formal equality of the two leaders, there were
subtle and informal differences of power between the two leaders varying by
case. Further investigation of these power differences might provide
additional insights on the dynamics between the two leaders and their impact
on the organization.
Third, this study examined the impact of conflict on internal organizational processes, but analysis of external stakeholder impressions of the duo
was abandoned due to complexity in the data. Scholars in the leadership field
claim that impression management by charismatic leaders affects external
perceptions of the organization (Gardner & Avolio, 1998; Sosik et al., 2002).
Research questions might examine stakeholder perceptions of a dual or
multiple leadership structure, the conflict dynamics of that relationship and
the impact on the reputation and on funding of the organization.
Fourth, while these organizations would not claim to be structured
using matrix principles, latent matrix dynamics appear to be at work. Certain
roles like a stage manager in theatre assigned to a specific production might
be, in fact, functioning as a horizontal coordinating function. Investigating
the latent matrix dynamics in these organizations would be an interesting
and useful investigation to undertake. Further, the implications for
matrix-type organizations with a dual executive leadership structure could
be investigated.
Fifth, while the data of this study do not lend themselves to a psychodynamic perspective, there is certainly much to recommend a further
examination of such structures using this theoretical approach. Innovative in
their view that groups and organizations are a phenomenon for psychoanalytic study distinct from an individual (Bion, 1961; Miller, 1990a, 1990b;
Rice, 1965), these theorists understand conflict as a result of unconscious
anxiety and other assumptions of group behaviour. Leadership is a phenomenon that functions within the group or organizational context, responding
to and generating these unconscious group dynamics (Schruijer & Vansina,
2002). Using this lens might generate further theoretical and practical
insights for creative organizations and for multiple leadership in general. As
well, in terms of governance, the examination of a formally mandated dual
leadership and its relationship with the Board may be another context that
lends itself to psycho-dynamic study.
Sixth, also looking at governance, the cases in this study demonstrated
an interesting trend. In the eight years previous to the study, Boards of
Directors in five of the eight cases chose to change the leadership structure
from a single leader to a dual leadership structure following significant
problems of financial control with the single leader. The apparent intent of
the change was to generate more checks and balances in the organization
that could be an expression of governance as understood from agency theory
(Jensen & Meckling, 1976). The duos approach to conflict may influence
the governance dynamic of checks and balances in these organizations.
Seventh, the application of the conflict dissemination construct to
research in other entities and from other levels within organizations
may provide new insights, as well as confirm and extend its usefulness
applied in other fields of study. It is an innovation from the study of creative
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organizations, and has implications for conflict management, and leadership studies.
Conclusion
This study focused on the conflict managed within dual executive leadership
typical in creative organizations and its impact on the organizational
processes through dissemination behaviour. The description of this dynamic
presents a portrait that is particularly important to the field of creative
organizations where conflicts of values, sensibilities and personal tastes
dominate the organization. Much has been said about the existence of the
paradoxes endemic to these organizations, but little has been said about how
they play out as leadership behaviour. This article provides an initial and
exploratory step in that direction.
Acknowledgement
The authors would like to acknowledge many helpful suggestions from Eileen
Fischer, Ann Langley and two anonymous reviewers for Human Relations.
Notes
1
2
3
We would like to thank one of our anonymous reviewers for suggesting the potential
pertinence of this literature.
We would like to thank one of our anonymous reviewers for this suggestion.
Dual Leadership: Partnering from the Inside Out was a three-day seminar produced
by Dance USA and Theatre Communications Group for member leadership duos.
It has been held twice, in 2007 and 2008.
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Exemplary citations
So I think that you know I think thats a very good relationship, a positive
relationship even though we scream at each other at times, and were able to
scream at each other at times because it is positive. (A)
Hes very inclusive. He rarely makes, he certainly doesnt make any difficult
or what might be perceived as controversial decisions without consulting
me. I think thats one of his strengths, hes very open to seeking out my
opinion almost on everything, maybe he goes too far, I dont know. (D)
But theyre also both strong enough to see it as an argument about
something other than their personal egos or personal places. They see it not
as ego-driven. (G)
We meet regularly. It isnt every day, but we exchange our ideas by writing as
well. We look at the project we would like to do, and we discuss it in a very
orderly fashion. (I)
You have to travel together, otherwise, it becomes chaotic. When there are
problems to solve, we do it together. (G)
Process-oriented Thats a subject of some tension within the organization. ED would like to be
conflict
the total face to the Board of everything to do with the symphony. But he
realizes that obviously AD wants to be with the Board too. So what ED tries
to do is only have AD present when hes present and then he can control
that and AD doesnt like that. (I)
There are occasions when I can step back and say, ED, you know, I think
youve just been put under too much pressure by blah blah blah blah blah,
whatever list or the Board or the numbers or whatever it is and I think you
might be being coaxed into something that you might not actually have to
do, or you might be able to do in another way and we can speak to each
other very freely that way. (I)
And it was a really protracted negotiation, and money-wise we were like on
different ends of the world. And he was freaking out, he didnt know me very
well, and he wasnt confident that Id be able to get her, and daily was
haranguing me . . . now were going to have to have one of these six-week
negotiations, and youre just going to have to hold your breath. But its I
guess Im confident well have her, but we have to go through the motions of
the deal. So hell mention it every couple of days, no doubt about it. (B)
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Exemplary citations
EmotionallyThey will have disagreements and they will go their separate ways. We dont
oriented conflict actually see them spending much time together. (D)
Its all very polite, and thats being interpreted as were not going to scream
at each other, and maybe were getting to the point where we would actually
solve a few things if we start to scream at each other. (C)
Yeah well were starting to find ourselves in a more polarized position. (C)
Looking at me in the eye, not saying hello to me when he came in, not
coming to any staff meetings, just generally not communicating whatsoever.
And when I would come in, when I would go in and look for him and speak
to him and try and search him out I would get glared at. Long, long silences,
long glares. Just made to feel like I was the enemy. It was very tough. (E)
Conflict dissemination
Internal to duo . . . neither of them go tattling, like its not like AD is running to the Board
with stories about ED, and ED is not running to the Board with stories
about AD. They see that they co-exist together. (B)
And generally, if ED has spoken for both of them, AD will respect that. You
know, he wont try to say like he never would say Why would ED make
that decision? I absolutely disagree with that. Like that would never happen.
And certainly not, he would never publicly say that. He might go back to ED
and say, What were you thinking or Lets talk about this. (A)
If they do argue, they certainly dont do it in front of anyone in the company
that I am aware of and this is an arts organization place, wed all hear about
it within five minutes if they had a big blowout, and we havent. So I think
they have a good relationship. (C)
Advice-seeking
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AD had a little hissy fit yesterday about . . . how hes the only one in this
organization who he was mad because ED hadnt made a phone call about
an artist yet for somebody who he wants for his show18 months down the
road, . . . he made a comment about how hes the one left holding the bag
around here all the time. (B)
And I would say sharing that with your staff is unnerving. You know in terms
of leadership . . . you dont need to see your leader breaking down. You need
to be strong, articulate and calm and focused. You need to inspire, I think you
need to have as a leader you do need to have your confidants that you can
break down with, to be vulnerable with. And I just dont think that weve hit
the right balance here. (C)
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Well I think he is becoming increasingly critical, the lack of a vision. And so
when having certain kinds of discussions he will provoke that with us, rather
than try to engage AD in some kind of a discussion to move us forward. So
you feel like you are being pulled by the two of them, you know, tends to pull
the family apart, rather than you know how can we help create an
environment where AD can feel the support or whatever he needs to get
past this barrier. Its becoming more confrontational rather than nurturing. (C)
Well, instead of talking to each other, they can send the ball back and forth. I
have that sense from the AD . . . well, even from the ED too. The ED has
never said to me that he didnt want to talk with the AD or that he ever
found him incompetent. But I have to say that the AD has said to me that he
doesnt find the ED competent, um, well maybe . . . not adequate. But from
the ED, I never heard anything like that. But sometimes, there are little
allusions. Like the AD forgot to tell him something: you know how AD is,
he never spoke to me about it. But is that true? Is that really true that they
didnt speak to each other about it and tell us about that . . .? You see, I
dont know really. I doubt it at a certain level. Maybe it is true that they
never spoke about it and they forgot. Or maybe they spoke about it but they
dont want to tell us. But it is a manner of self-protection. (G)
Mediation
From other peoples perspective what wasnt working was just the lack of
mutual respect that was going on, and the tension and all that good stuff. (C)
No they dont argue, they just avoid, and theyre very professional. Nobody
knows its there, and so when . . . both of them will talk to me individually
quite a bit and I can kind of see it coming. I mentioned it to our Pres. and
she said Im not seeing it, and then she started to see it too, so then I just
talked to both of them. She talked to both of them. (C)
It took them a while because theyre both stubborn. These are not rookies
that will be easily swayed from their position. Theyre both a couple of
stubborn types those two, and so I gave them that feedback and so now, you
know, make it work or well make the decisions, and then youll have to live
with what we decide. (C)
I mean because that relationship was so dysfunctional I dont think they even
spoke to each other in the last months. Like I think they spoke through the
(staff xx), and so that put (staff xx) in the middle . . . (C)
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Exemplary citations
Organizational processes
Operational
Timely
functions
And I think from my colleagues in the business, I think that the perception
there is its a very strong team. I know that ED is one of the first executive
directors, that has actively pursued or has taken an active interest in
pursuing opportunities, I suppose, which will support AD and what he wants
to do. And consequently, its that thats made the company grow. I think that
thats what people will perceive. (A)
I think thats part of his credibility with Board members, is that, you know, its
just so clear hes very passionate about this organization and it being
successful. That gives a lot of confidence from those that have hired him. (A)
I think of ED and I think okay, here we have an organization that is well run. I
mean it is on a level of sophistication of the systems and of the organization,
and the expectations of the senior management and how that is
communicated. (A)
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I think theres confidence in ED. Theres excitable people, but you know the
Board, I think the Board has confidence in the organization and of the staff
to get the plans made up to address the issues. (C)
I think whats happening is for anybody that works here, they say, we have an
AD thats making it work for us. If we didnt have an AD making it work then
everything else is going to fail. So I think they have in their head, heres what
we need, hes doing what we need to get done. (H)
Slow
It was leaderless in a way, the whole there wasnt anybody naming what we
would become. We were pitching a campaign on dont lose this, dont lose
this beautiful community entity, so we were pitching on our past, not what
we were going to become. (C)
I have been waiting in limbo land and yet as you know decisions are being
made by sponsors, and the kind of money we need is significant, and so, yeah
I mean how much myself do I want to put up there in order to close the
deal if I dont necessarily have the confidence, because again AD is not out
there selling. Im out there selling, and Im out there trying to explain the
vision to the extent I can. But I end up focusing a lot on past
accomplishments, rather than . . . (C)
Leadership
attributions
Strong
ADs leadership style I dont know how to describe it. Hes an arts guy. I
mean I dont understand those people. But I like what he does, you know
from an artistic perspective you know Im trying to figure out how to
understand him, you know and how he comes up with what he does but I
think thats more of a technical issue as opposed to a leadership issue. (B)
And you know what that has kind of given back is undying dedication to him
in this organization. So that to me is a real gift. (B)
And so I think it makes it for the staff they dont get a lot of exposure to
him, so I think that theyre very excited to serve him. Like when he does
speak at company meetings and they do interact with him, theyre very
charged up after. (A)
Well, the two individuals could have strength in the right brain or left brain, so
youve got four parts. Youve got ED who could weigh in and have an
understanding and a deep appreciation of the artistic side and the business
side, and AD who could do the same. Youve got four possibilities. I guess its
possible that, out of four, you could get zero. You could get one of four.
Probably the organizations operating on a kind of two out of four hopefully,
when each guy is good at what they do best. But I think in this situation youve
probably got a three or a three and a half out of four, which is pretty good. (A)
I think everyone would say that they have a really good relationship with one
another and that theres a lot of trust and respect for one another. (A)
Appendix A
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Exemplary citations
There is a real sense of cohesion between staff and Board at DD. (D)
We like AD so much, we want him to stay, we want him to be happy. (I)
ED I think is well liked by the people who work with him and for him. I think
they have a lot of time for him, I think they work well under his direction
and that he gives them a good amount of scope to achieve their own stuff
and he acknowledges that very well. (B)
We dont always do what AD says but we do always have to take ADs
suggestion with the respect that it deserves because he does the same for
us. (D)
And AD and ED are both I think very highly regarded. (D)
Weak
ED was never available. The last six months he was just never available. He
would be in his office with the door closed, on the phone or email, he would
be out at wherever, meetings or lunches or whatever. There was no
leadership coming from him.(E)
I think leadership disappears in that context absolutely. And I think that
there is an opportunity for other areas of an organization to show
leadership when some areas fail. So if an executive director, as was the case
with me, starts to feel like failure is imminent, and I think there are
opportunities for other areas of the organization to show leadership, and in
my experience at EE, there wasnt any leadership coming from anywhere
else, so it was a spiralling sense of doom. (E)
Morale
High
To me the number one element of success is the reputation it has with the
artists. Everyone tells me its a great place to work, that artists love coming
to work for CC, that often times our pay isnt necessarily in line with what
theyre used to. (C)
You know from not a direct observation but an indirect observation, you
know I understand that the performers love to come back to work with
AD. (B)
Low
Lack of gusto. Lack of energy. Lack of a desire to find a solution. A dwindling
sense of commitment and a growing sense of tension and anger, which really
cuts into productivity. (E)
I think it only becomes an issue and feels bad when you get to the point
where it just feels like its all going to just crumble. Its all just about to fall
apart . . . It felt that something had to happen. He had to leave, I had to leave,
the place had to you know implode, something big was going to happen if
there was no way around this then there is no way we could continue to
pretend this wasnt happening, or you know that kind of thing. (E)
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