Boston’s ICA Leadership Case Study for MG730
Katina King
Brenau University Boston’s ICA Leadership
Identification of Problems Although The Institute of Contemporary Arts (ICA) of Boston was the only place dedicated to contemporary art for more than 50 year, it is having trouble growing into a pillar of the art industry (Reavis, 2010, pg.1). The main problem is the organization’s powerless leadership. According to Peter Northouse (2015), leaders must possess an effective influencing power in order to motivate followers (pg.47). The leaders prior to Jill Medvedow failed to get the local community fondly interested in contemporary art or an environment that showcases it. Therefore, there are no investors, donors, or patrons breaking down the door to fund or see the exhibits presented in the old
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(2011). Change Management vs. Change Leadership -- What 's the Difference? Forbes. Retreieved from http://www.forbes.com/sites/johnkotter/2011/07/12/change-management-vs-change-leadership-whats-the-difference/.
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The Midwestern contemporary art case study revolves around the current MCA board chair Peggy Fischer, and former board chair Peter Smith. Smith had been elected to the board after individuals recognized him and his wife for the immense art collecting accomplishments put forth on the couples behalf. Initially Smith was indebted to pay $10,000 to even be elected onto the board chair. Smith indeed paid an initial pledge of $10,000 and financially made amends to put forth $5 million additional dollars towards museum improvements. It is no deniable fact that Fischer had recognized Smiths admirable job running the museum. Smith worked his way up from being a member of the board to board chair. Smith and his wife were highly recognized by the community and aimed to stay out of the spotlight whenever possible.
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In this book, the authors Tom Rath and Barry Conchie examine the question “What are the keys to being an effective leader?” To answer this question they had a team that reviewed data collected from Gallup polls. The data came from interviews from 20,000 senior leaders, over a million teams and more than fifty years of Gallup Polls of the most admired leaders in the world. The authors then had the team do a study of more than 10,000 followers to find out why they follow the influential leaders in their life.
In his book, Leading Change, Dr. John P. Kotter communicates why organizations fail or succeed based on ten years of conducting research on more than 100 companies to see what contributed to their successful transformations and what hindered those transformations. “In October 2001 Business Week magazine reported a survey they conducted of 504 enterprises that rated Professor Kotter the number one “leading guru” in America.” The two significant aspects I took from this book were the reasons why change initiatives fail and an eight-stage process to lead the organization through a successful transformation.
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“Leading Change: Why Transformation Efforts Fail” is an article written by John P. Kotter in the Harvard Business Review, which outlines eight critical factors to help leaders successfully transform a business. Since leading requires the ability to influence other people to reach a goal, the leadership needs to take steps to cope with a new, more challenging global market environment. Kotter emphasizes the mistakes corporations make when implementing change and why those efforts create failure; therefore, it is essential that leaders learn to apply change effectively in order for it to be beneficial in the long-term (Kotter).
The ideology of power and leadership is defined in many different ways throughout history. The generalization has a common definition but each individual aspect is vastly different for each individual.
Kotter, J. P. (2007). ‘Leading change: Why transformation efforts fail’. Harvard Business Review, January: 96-103.
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Raymond W. Cox III, Gregory K. Plagens, and Keba Sylla, “The Leadership-followership Dynamic: Making the Choice to Follow,” International Journal of Interdisciplinary Social Sciences 5, no. 8 (December 2010): 46, Academic Search Complete, http://search.ebscohost.com/login.aspx?direct=true&db=a9h&AN=73343622&site=ehost-live (accessed March 1, 2014).
Barriers to women’s success as leaders is not due to social obstacles but rather other factors. “Barriers for Women to Position of Power” hones in on opposing evidence that illustrates that it is not societal obstacles that hinder women from leadership opportunities but, differing from males in leadership styles, behavioral characteristics. Moral reasoning is an important factor in leadership roles, it can determine if is fit leader can resolve a challenging situation. Women and Leadership states, “the male moral development and therefore the traditional model id human development is conflict- and evaluation-based while female moral development is based on relationships and communication” (Klenke 1996). Men and women have different temperament and cognitive abilities. Women are more commonly associated with communion traits described as “sympathy and warmth and having a concern for other people” (Etaugh 2010). Men, on the other hand, are associated with agentic traits which is depicted ambitious, directive, and all about accomplishing tasks. Throughout history, male experiences have been more commonly seen in society, therefore, their temperament is well established in leadership positions unlike women’s. Women are good with responsibilities, communication, among other lead traits which would be great advantages to have in a leadership position if given the chance, rather than solely focusing on male
“Although multiple research studies show that men and women exhibit similar leadership styles, Catalyst’s prior research indicates that men do not face the persistent gender stereotyping that frequently place women business leaders in “double-blind, ‘no-win’ dilemmas.” According to the study, which interviewed senior business executives from the United States and Europe, men are still viewed as “default leaders” and women as “atypical leaders,” with the perception that they violate accepted norms of leadership, no matter what the leadership behavior”. (Catalyst Inc)