Management Practices, Communication and Leadership in the Nonprofit Theatre

Abstract

Research in management and leadership practices is abundant in business fields. This research should be applied to the management of the theatrical arts, so that the research findings and best practices from other fields can be adapted for the benefit of theatrical organizations. This thesis studies Values-Based Management, communication within interdisciplinary work teams, and how the use of the Myers-Briggs Indicator tool can be used to strengthen a theatre company's business practices. The effectiveness of leadership and management decisions in the theatre is dependent on collaboration between those responsible for theatre performance and those responsible for theatre management Those holding these different points of view need to communicate effectively in order to achieve the goals of the organization. Both disciplines have a different knowledge base and not everyone involved understands each side, or can see the issue from the other vantage point. A look at corporate giants such as GE and Jet Blue, other performing arts organizations, and leaders in the fields of leadership and management will shed light on how certain practices can help arts administrators ‘‘understand” and communicate more effectively with the artists. Through research and case studies, this paper will illustrate how communication tools, managerial styles, and value-based leadership will effectively bridge the communication gap between these two interdisciplinary groups, the administrator and the artist. This information can be leveraged from these other professional sectors and the concepts to the theatre. This paper will look at theory, behavior, and group dynamics and processes and then recommendations will be made on how to implement and effectively communicate within the theatre field while creating a more sustainable organization.