Influence, Recognition, and Reward: the Quest for Gender Parity within Nonprofit Arts Leadership through Organizational Structure

Abstract

The major premise of this paper is arts organizations embracing flatter organizational models will more aptly reflect within key positions the current gender demographics of the nonprofit arts community, thereby increasing relevance and innovation.

The first chapter looks at the beginnings of organizational structure, linking the development of tax code to the adoption of hierarchical structure by nonprofit organizations. The second chapter looks at hierarchical structure and its relationship to second generation bias towards women in nonprofit arts organizations. The third chapter looks at flat organizational structure and the increased access it may offer women to information, agency, and the expression of vision.

The final analysis suggests that in order to shift gender demographics in nonprofit arts organization leadership, a hybrid organizational structure is necessary. The consideration of an alternate metaphor to the pyramid assists in the visualization of hybrid structural possibilities that combine the strengths of the hierarchical and flat extremes.

Research for the paper included interviews with thirteen seasoned arts administrators who were also women. Their experience and insight added to the argument that key leadership demographics are more likely to exhibit gender parity at nonprofit arts organizations embracing flatter structures. This in turn brings nonprofit arts organizations a step closer to relevance and innovation to better serve the communities within which they exist.