Universitat Internacional de Catalunya
Leadership, Culture and New Technologies
Other languages of instruction: English
If the student is enrolled for the English track then classes for that subject will be taught in the same language.
Teaching staff
To arrange a meeting please contact me at ebelvis@uic.es
New Technologies and Museums and Heritage:
Conxa Rodà
Email crodad@uoc.edu
Twitter: @innova2
Blog: https://blog.museunacional.cat/en/author/conxa-roda/
Introduction
LEADERSHIP
Introduction
Leadership has become an important theme in the arts, culture and creativity sectors in recent years. Successful leadership in arts and cultural organizations involves the same societal factors and requires many of the same qualities and skills as those operating in both for-profit and not-for-profit organizations belonging to other sectors. However, cultural leaders face some unique challenges: balancing the expectations of diverse visitors, funders, artistic collaborators and critics; ‘proving’ impact and communicating value; nurturing/birthing new ideas and forms of expression that are as necessary as they may be uncomfortable; catalysing social change and so on.
This course will help students identify and develop the skills to lead, whether in an arts organization, or as a creative producer and/or cultural advocate. We will reflect on the societal elements and personal qualities related to “good leaders” as well as on the theory and practice of leadership in the changing contexts of arts and culture in our societies.
The course will use a combination of lectures, seminars and art-based pedagogical strategies. The first part will frame the issue of leadership in the cultural sector from both sociological and institutional standpoints. Its second part will address specific challenges and leadership dimensions in the performing arts and museum sectors, emphasizing their technological implications and digital strategies.
Content
The course is divided into nine modules under 3 themes:
I. Leadership in individuals acting in the cultural sector
II. Leadership in cultural organizations and communities
III. Leadership in territories and cultural administrations
NEW TECHNOLOGIES
Today, digital extends to all the museum's activity environments and is content-oriented to the public: website, online collection, mobile, social networks, interactive museography, marketing. The key question is how digital can help us fulfill our mission and better serve the needs of our audience. How can we create added value through digital? In order to better serve our audiences, better connect knowledge with the public, work more efficiently, analyze and segment users, digital plays a strategic role that must be well planned.
Pre-course requirements
LEADERSHIP
An interest in leadership, and a desire to understand how leadership can be operationalized in the context of arts and cultural organizations.
Some sociological and management backgrounds can help. However, the course is designed for students from all backgrounds.
NEW TECHNOLOGIES
Basic knowledge of the performing arts is desirable, especially in relation to production and marketing. However, the module is designed for students from all backgrounds.
Objectives
LEADERSHIP
This course intends to achieve three primary objectives that transcend the domain of leadership:
I. Doing things together with people. A greater understanding of what basic motives drive people’s behaviour, and how we can influence those motives.
II. Effective and meaningful interpersonal relationships. A greater appreciation of how to foster effective and meaningful interpersonal relationships in the workplace. This requires understanding uses of power and influence and learning how to address conflict. We will also focus on how to develop talent and foster effective teamwork and how to promote organisational cultures aligned with the organisation’s mission.
III. Global organisational environment. A greater understanding of how to develop and lead people in a global, multicultural organisational environment.
In addition, the course aims to achieve the following specific objectives necessary for students to become future leaders:
- To understand and be able to apply a theoretical framework to create the phenomenon of leadership, capturing sources of leadership and leadership models and styles.
- To complement leadership theory with practical orientation and applications.
- To understand the distinct contexts of business, public, and non-profit organisations in which leadership can be operationalised.
- To gain exposure to practical case studies from different sectors (especially private and non-profit sectors) and cultures.
- To understand the role of leaders in shaping organisational cultures.
- To design an overarching leadership philosophy and practical leadership strategies customised for each student’s unique career goals.
- To develop teamwork skills and learn how to work effectively with others.
NEW TECHNOLOGIES AND MUSEUMS AND HERITAGE
- To introduce students to the basic concepts and terminology relating to technology in heritage and museums.
- To enable students to identify appropriate technologies to support their objectives.
- Overview of the use of ICT in cultural heritage and museums.
- To enable students to understand how to apply digital strategy to the cultural heritage and museum sectors.
- To introduce students to the complexity of the design and creation of digital resources.
NEW TECHNOLOGIES AND PERFORMING ARTS
- To understand the current trends in performing arts technology.
- To identify the challenges that cultural managers might encounter related to production, audience reach or dissemination.
- To analyze how technology innovation in performing arts relate to leadership factors
- To manage and understand the needs and challenges in different small, medium and large cultural organisations.
- To be capable of aligning creative and marketing strategies according to the production target.
Competences/Learning outcomes of the degree programme
Basic competencies
CB6: To have and understand knowledge which provides and grounding or opportunity to be original in terms of the development and/or application of ideas, often in a research-based context.
CB7: To know how to apply the knowledge acquired and the ability to resolve problems in new or little know environments within broader or multidisciplinary contexts related to area of study.
General competencies
CG1: To analyse and interpret social and cultural environments in order to identify needs, opportunities, weaknesses and strengths.
CG2: To manage, coordinate and take part in interdisciplinary work teams.
CG7: To know how to apply and adapt to new technologies in processes of cultural management, production and dissemination.
Cross-disciplinary competencies
CT1: To design, direct, produce and evaluate projects, programmes, strategies, policies or cultural actions which involve a wide variety of different professional profiles, agents and institutions.
Specific competencies
CE9: To coordinate interdisciplinary work teams and use new technologies when managing, producing and disseminating cultural products and services.
In addition:
- To develop a visionary perspective of leadership that not only focuses on achieving results but also on creating a positive impact on people and society.
- To understand the critical skills to motivate and influence people to reach common goals through developing individuals and teams and adequately defining the culture and structure of the organization.
- To be able to identify and use the primary strategies of leadership applicable in cultural organizations in the public, nonprofit, and private sectors across various national cultures.
Learning outcomes of the subject
- Knowledge of leadership sources, orientations and implications in the cultural sector.
- Ability to understand and manage performing arts tech-based environments.
- Ability to produce and disseminate creative and communication strategies according to the organization needs.
- Capacity to identify possible difficulties in the management of cultural organizations and establish effective alternative procedures.
- Ability to apply proper instruments and processes to reach new audiences.
Syllabus
Leadership
|
Module |
Content reference |
Date |
Suggested readings |
In Class |
Assignment |
|
Theme 1- Psychosocial leadership theories and applications |
|||||
|
Session 1- Introduction to leadership
|
Authority and Leadership Transformations and Transactions Bases of Social Power
|
Tuesday, March 28th 18:30h |
Avolio et al. (2009). Leadership: Current theories, research, and future directions. Adair-Toteff, C. (2005). Max Weber’s Charisma. |
a) Lecture b) Films (The Inventor: Out for Blood in Silicon Valley- Hannah Arendt What Is Authority? Between Past and Future) c) Debate |
Introduction of non-graded group assignment; Choice of work group |
|
Session 2- Building blocks understanding leadership: why do people do what they do autonomously?
|
Social Psychology and Leadership Behavioural Regulations Human and Psychological Needs Value priorities
|
Thursday, March 30th 18:30h |
Self-Determination Theory (Ryan & Deci, 2000): https://positivepsychology.com/self-determination-theory/
|
a) Lecture b) Self-assessments: Portrait Value Questionary, Regulations, Needs c) Group work |
Launch: Un-graded Group assignment (formative feedback) Profile of a leader in the cultural sector (based on work group) |
|
Session 3- Building blocks understanding leadership: what do leaders do to lead?
|
The “Individual” Leader Talent KSAOs (Knowledge, Skill, Ability, Others) Competence Cultural Capital, Habitus, and Field
|
Tuesday, April 11th 18:30h |
Bourdieu, P. (1979). Les trois états du capital culturel. Actes de la recherche en sciences sociales, vol. 30, n° 30, p. 3–6. En ligne : <http://www.persee.fr/we ... 5322_1979_num_30_1_2654>.
|
a)Lecture b) Debate c) Group work Discussion and writing exercise |
|
|
Session 4 - Scientific study of leadership I |
Trait theory and Personality The Style or Behaviour Behavioural Leadership Interactions between Individuals, Tasks, and Leaders |
Thursday, April 13th 18:30h |
Daft, R.L. (2008) The Leadership Experience. 4th Edition, Thomson Corporation, Stamford. Yukl, G. A., & Gardner, W. L. (2020). Leadership in Organizations. Pearson Education, Inc. |
a) Lecture b) Leadership Styles Video c) Personality self-assessment |
--- |
|
Session 5- Scientific study of leadership II
|
Servant and Authentic Leadership “Emotional Intelligence” Readiness of the Follower or Collaborator
|
Tuesday, April 18th 18:30h |
Goleman, D. (2013). The focused leader. Goffee, R., & Jones, G. (2005). Managing authenticity. Gagné, M. (2018), From Strategy to Action: Transforming Organizational Goals into Organizational Behavior, International Journal of Management Reviews 20(S1):S83-S104 |
a)Lecture b) Debate c) Group work on a leadership cultural organization |
|
|
Theme 2- Leadership in cultural organizations and administrations |
|||||
|
Session 6- Leadership in cultural organizations I |
What are the specifics of leadership in the cultural field/market? How does leadership in arts management contribute to art production and consecration? How does it orientate creative processes? |
Thursday, April 20th 18:30h |
Price, Jonathan (2017). The construction of cultural Leadership. Kolsteeg, J., & Zierold, M. (2019). Mapping the meanings of Cultural Leadership Nisbett, Melissa & Walmsley, Ben (2016) The Romanticization of Charismatic Leadership in the Arts |
a) Lecture b) Case study: Fura dels Baus c) Presentations and debate |
Presentations: Profile of a leader in the cultural sector (based on work group) |
|
Session 7- Leadership in cultural organizations II
|
How do cultural organizations build collective leadership? What are the organisational and cultural factors driving leadership in this field? How to lead art projects?How do local administrations achieve and drive cultural leadership? |
Friday, April 21st 16:30h |
Ian Sutherland & Jonathan Gosling (2010). Cultural Leadership Mariano Martín Zamorano & Arturo Rodríguez Morató (2015) The cultural paradiplomacy of Barcelona since the 1980s. Glow, Hilary (2012). Cultural leadership and audience engagement. Cray, D, L. Inglis and S. Freeman. 2007. "Managing the arts: leadership and decision making under dual rationalities |
a)Lecture b) Documentary The Creative City: past present and future | Charles Landry | TEDxPadova (2015) c) Presentations and debate |
Presentations: Profile of a leader in the cultural sector (based on work group) |
|
Session 8- Leadership in cultural organizations and sustainability |
How do arts and cultural communities, organizations and places maintain their leadership? |
Tuesday, April 25th 18:30h |
Rimmer, Mark (2020). The art of survival. |
a)Lecture b) Debate |
Paper assignment (LCP and VUCA7) |
|
Session 9- Leadership in cultural organizations in a global environment |
How are leading strategies framed and applied in international cultural policies? Global participatory culture |
Monday May 8th, 16:30h |
Singh, J. P. (2010). Global cultural policies and power. |
a)Lecture b) Closing debate |
|
Bibliography
Avolio, Bruce J.; Walumbwa, Fred O.; Weber, Todd J. (2009). “Leadership: Current theories, research, and future directions”. Annual review of psychology, 60, p. 421-449. (Phycological theories on leadership and its cognitive/behavioral basis.Transactional leadership analysis).
Cray, D, L. Inglis and S. Freeman. 2007. "Managing the arts: leadership and decision making under dual rationalities. Journal of Arts Management, Law, and Society, Vol. 36, no. 4, p. 295-313
Glow, Hilary (2012). Cultural leadership and audience engagement: a case study of the Theatre Royal Stratford East, in Arts leadership: international case studies, Tilde University Press, Melbourne, Vic., pp.131‐143.
Goffee, R., & Jones, G. (2005). “Managing authenticity”. Harvard business review, 83(12), 85-94. (Topography of leadership authenticity addressing agential and corporate dimensions).
Goleman, D. (2013). “The focused leader”. Harvard business review, 91(12), 50-60. (Expected characteristics of leaders (empathy, multifocal, etc.)
Harvey, C., Press, J., & Maclean, M. (2011). William Morris, cultural leadership, and the dynamics of taste. Business History Review, 85(2), 245-271.
Humphrey, R. H. (2012). How do leaders use emotional labor?. Journal of Organizational Behavior, 33(5), 740-744. (Leader emotional labor as a specific set of behaviors that can help leaders establish better leader–member exchange relationships)
Ian Sutherland & Jonathan Gosling (2010) Cultural Leadership: Mobilizing Culture from Affordances to Dwelling, The Journal of Arts Management, Law, and Society, 40:1, 6-26, DOI: 10.1080/10632921003603984
Kolsteeg, J., & Zierold, M. (2019). Mapping the meanings of Cultural Leadership: The use of the term in the field of arts management. Arts Management Quarterly, 6-10.
Maccoby, M. (2015). “Why people are drawn to narcissists like Donald Trump”. Harvard Business Review, 26. https://hbr.org/2015/08/why-people-are-drawn-to-narcissists-like-donald-trump (Description of productive narcissists approach to power and weakest points in power management)
Nisbett, Melissa & Walmsley, Ben (2016) The Romanticization of Charismatic Leadership in the Arts, The Journal of Arts Management, Law, and Society, 46:1, 2-12, DOI: 10.1080/10632921.2015.1131218
Rimmer, Mark (2020). The art of survival: community-based arts organisations in times of austerity, Community Development Journal, Volume 55, Issue 2, April 2020, Pages 295–312, https://doi.org/10.1093/cdj/bsy036
Price, Johnatan (2017)- The construction of cultural leadership. J Price. ENCATC Journal of Cultural Management & Policy 7 (1), 5-16, 2017. 2.
Singh, J. P. (2010). Global cultural policies and power. In International cultural policies and power (pp. 1-15). Palgrave Macmillan, London.https://asset-pdf.scinapse.io/prod/438973921/438973921.pdf#page=17
Sue Hoyle et al (2018). Changing cultures: Transforming leadership in the arts, museums and libraries. Arts Council England.
Zamorano, Mariano Martín & Arturo Rodríguez Morató (2015) The cultural paradiplomacy of Barcelona since the 1980s: understanding transformations in local cultural paradiplomacy, International Journal of Cultural Policy, 21:5, 554-576, DOI: 10.1080/10286632.2014.943752
NEW TECHNOLOGIES AND PERFORMING ARTS
Chapter 1 Introduction to performing arts, technology and communication
1. Current trends: from traditional performing arts to emerging interdisciplinary practices
1.1 Incorporating new technologies into performing arts
Chapter 2 Performing Arts Technology and communication through case studies
2.1 Digitalisation and performing arts pre-production processes: strategy, budget, management and the digital development.
2.2 Digitalisation and performing arts dissemination processes: expanding the theatrical experience.
2.3 Digitalisation and performing arts educational-commercial 360 strategic processes: targeting and broadening the audience through innovative products.
Chapter 3 Addressing trends and challenges
3.1 Main challenges for cultural managers: digitalisation, from theory to practice.
NEW TECHNOLOGIES AND MUSEUMS AND HERITAGE
Digital module CALENDAR_May 2020
|
THURSDAY 14 |
TUESDAY 19 |
TUESDAY 26 |
THURSDAY 28 |
|
16’30 – 18’30h. Digital module starts
DIGITAL TRANSFORMATION / DIGITAL STRATEGY
|
18’30 – 20’30h.
CONTENT STRATEGY
|
15’30 – 18’30h.
SOCIAL MEDIA |
18’30 – 20’30h
MOBILE, VR & other TECH |
We’ll see examples of different technologies and from museums around the world all along the module. This module will cover 4 main aspects:
1. Museums and Digital Strategy
The strategy means an integral and unified approach that links the museum’s mission with audiences needs and expectations enhanced by digital.
Digital is not the goal, is a way to help us accomplish our goals. Digital Transformation is to apply digital technologies to a new way of creating / producing / communicating content and services. A set of digital projects don’t make a digital strategy. We need to think first: why, for whom, what, how, how well, that is objectives, public, offer, tools, evaluation.
The Digital Transformation is a process, a journey that affects the WHOLE museum.
Recommended readings:
Tallon, Loic (2017). Digital Is More Than a Department, It Is a Collective Responsibility https://www.metmuseum.org/blogs/now-at-the-met/2017/digital-future-at-the-met
Stack, John (2013). “Tate Digital Strategy 2013–15: Digital as a Dimension of Everything” www.tate.org.uk/research/publications/tate-papers/tate-digital-strategy-2013-15-digital-dimension-everything
2. Content strategy
Does museums’ content meet users' needs? Content strategy today is crucial to achieve the best results in connecting collections to audiences, to optimize resources and to improve internal processes. We have transitioned from a digital presence concentrated on the website to a diversity of channels, platforms and devices. The more museums diversify their content the more a content strategy is needed.
Recommended reading:
Halvorson, Kristina (2015) Content strategy for the web everything. www.slideshare.net/khalvorson/content-strategy-for-everything
Rodà, Conxa (2016). Do we have a content strategy in museums? Do we need one?
https://blog.museunacional.cat/en/do-we-have-a-content-strategy-in-the-museums-do-we-need-one/
3. Museums and Social media
Social media are a strategy element of museum communication today.
But… are we museums doing it rightly enough?
Do we explore/use the specificity of each network and platform?
These and other aspects will be addressed, illustrated with many examples of best practices on different networks.
Recommended reading:
Dilenschneider, Colleen (2016). The power of different social media platforms for organizations. http://colleendilen.com/2016/12/07/the-power-of-different-social-media-platforms-for-organizations-data/
4. Mobilizing and Virtualizing Museums
Mobile has become a key factor for the museum experience and interpretation. We’ll see best practices of apps, multimedia audioguides, augmented reality, virtual reality, immersive technology in museums and heritage sites.
Recommended readings:
Coates, Charlotte (2019). “ How Museums are using Virtual Reality?”. https://www.museumnext.com/2019/01/how-museums-are-using-virtual-reality/
Green, Lindsey (2016) What we know about mobile experiences in Museums after 6 years of research https://medium.com/frankly-green-webb/what-we-know-about-mobile-experiences-in-museums-after-6-years-of-research-42117def2c49?swoff=true
Formats we’ll use for this module:
- Lectures in classroom
- Activities in class:
- 9workshop of digital strategy (in groups)
- 9workshop of content strategy (in groups)
- Readings: the recommended ones here. A list of wider bibliography will be provided at the end of the course.
- Use of 2.0 specific tools for the module:
- - twitter #digitalUIC @UICbarcelona
- - instagram @uicbarcelona
- Current trends: from traditional performing arts to emerging interdisciplinary practices
- The incorporation of new technologies in performing arts
- Digitalization and performing arts pre-production processes: strategy, budget, management and the digital development.
- Digitalization and performing arts dissemination processes: expanding the theatrical experience.
- Digitalization and performing arts educative-commercial 360°strategic processes: targeting and broadening audience through innovative products.
- Main challenges for cultural managers: digitalization from theory to practice.
Teaching and learning activities
In person
LEADERSHIP
The course is based on a mixture of case method, classroom exercises, reflective leadership assignments, and lectures. At the end of each case there will be a wrap-up with the main learning points. Course requirements include a team assignment and three papers.
NEW TECHNOLOGIES
The learning activities that will help to understand the theoretical concepts through practice are: Master class, content analysis, discussion of case studies, correction of cases and an oral presentation of a group project. A group activity such as a visit to a cultural institution might be included in the module.
Evaluation systems and criteria
In person
Leadership
Assesment
Exam: 60% of the Grade in the Leadership module results from multiple choice test, based on class content; 40% of the Grade in the Leadership module results from open ended questions (short-answer), based on students' presentations and applications of course content to cases. Date: June 12th 2023, 16:30, face to face in-class with personal computer.
Performing Arts & Technology
The assessment criteria and procedures include:
- Attendance and participation in the sessions: 5% of the final grade.
- Analysis of case study + oral presentation: 20% of the final grade.
New Technologies and Museums and Heritage
Compulsory assignment: deadline last day of class
Find one example of good practice of engagement / connexion with the public by museums digitally during the confinement by Coronavirus (on the web, social media, online collection, games, etc.). Which initiative do you think is valuable, interesting?
Delivery: last day of class
Length: 1 page maximum. It is about commenting, analyzing and assessing rather than describing the good practice. The description must occupy only the first paragraph. Your comment should assess the originality of the proposal, its attractiveness / power of attraction for users, the presentation (is it clear, well designed), and any other qualitative elements that you see remarkable. How do you think the proposal could be improved?
And please don't forget to include the link to the good practice!
Bibliography and resources
LEADERSHIP
Mandatory readings:
Avolio, Bruce J.; Walumbwa, Fred O.; Weber, Todd J. (2009). “Leadership: Current theories, research, and future directions”. Annual review of psychology, 60, p. 421-449.
Cray, D, L. Inglis and S. Freeman. 2007. "Managing the arts: leadership and decision making under dual rationalities. Journal of Arts Management, Law, and Society, Vol. 36, no. 4, p. 295-313
Glow, Hilary (2012). Cultural leadership and audience engagement: a case study of the Theatre Royal Stratford East, in Arts leadership: international case studies, Tilde University Press, Melbourne, Vic., pp.131‐143.
Goleman, D. (2013). “The focused leader”. Harvard business review, 91(12), 50-60.
Kolsteeg, J., & Zierold, M. (2019). Mapping the meanings of Cultural Leadership: The use of the term in the field of arts management. Arts Management Quarterly, 6-10.
Nisbett, Melissa & Walmsley, Ben (2016) The Romanticization of Charismatic Leadership in the Arts, The Journal of Arts Management, Law, and Society, 46:1, 2-12, DOI: 10.1080/10632921.2015.1131218
Optional readings:
Avolio, Bruce, Walumbwa, Fred and Weber, Todd: Leadership: Current Theories, Research, and Future Directions
Boyatzis, Richard, McKee, Annie and Goleman, Daniel: Reawakening Your Passion for Work
Collins, Jim and Porras, Jerry: Building Your Company’s Vision
Collins, Jim: Level 5 Leadership: The Triumph of Humility and Fierce Resolve
Davis, Murray: That’s Interesting!
Goffee, Rob and Jones, Gareth: Managing Authenticity: The Paradox of Great Leadership
Goffee, Rob and Jones, Gareth: Leading Clever People
Goleman, Daniel: The Focused Leader
Goleman, Daniel: What Makes a Leader
Humphrey, Ron: How Do Leaders Use Emotional Labor
Humphrey, Ron, Ashforth, Blake and Diefendorff, James: The Bright Side of Emotional Labor
Maccoby, Michael: Narcissistic Leaders: The Incredible Pros, the Inevitable Cons
Maccoby, Michael: Why People Are Drawn to Narcissists Like Donald Trump
Owens, Bradley and Hekman, David: Modeling How to Grow: An Inductive Examination of Humble Leader Behaviors, Contingencies, And Outcomes
Schwartz, Tony and McCarthy, Catherine: Manage Your Energy, Not Your Time
Senge, Peter: Leading Learning Organizations
Silard, Anthony: The Bait‐and‐Switch of the Internet: The Influence of Connectivity on Contactedness and Connectedness
Wright, Sarah: Coping with Loneliness at Work
Wright, Sarah and Silard, Anthony: The Price of Wearing the Crown: The Antecedents and Outcomes of Leader Loneliness
Competencies and coaching
How to Develop Leadership Competencies. Pablo Cardona and Pilar García. Ed. EUNSA, 2005.
Effective Coaching. Marshall J. Cook. Ed. McGraw-Hill, 1999.
Building Robust Competencies. Paul C. Green. Ed. Jossey-Bass, 1999.
The 7 Habits of Highly Effective People. Stephen R. Covey. Ed. Simon & Shuster, 1989.
Communication
Difficult Conversations: How to Discuss What Matters Most. Douglas Stone et al. (Harvard Negotiation Project). Penguin Books, 2010.
People Skills: How to Assert Yourself, Listen to Others, and Resolve Conflicts. Robert Bolton. Touchstone Books, 1986.
Nonviolent Communication: A Language of Life. Marshall Rosenberg. Puddledancer Press, 2015.
The Dance of Connection: How to Talk to Someone When You’re Mad, Hurt, Scared, Frustrated, Insulted, Betrayed, or Desperate. Harriet Lerner. William Morrow Paperbacks, 2002.
Since Strangling Isn’t an Option…..Dealing with Difficult People—Common Problems and Uncommon Solutions. Sandra Crowe. Perigee Books, 1999.
Leadership
The Nature of Leadership (2nd Edition). David V. Day and John Antonakis. Sage, 2012.
The Leadership Challenge. James M. Kouzes and Barry Z. Posner. Ed. Jossey-Bass, 1995.
Why Should Anyone Be Led By You? Rob Goffee xxxx…..
Handbook of Leadership: Theory and Practice. Nitin Hohria and Rakesh Khurana. Havard Business Press, 2010.
Primal Leadership. Daniel Goleman, Richard Boyatzis, and Annie McKee. Harvard Business Review Press. 10th Anniversary ed., 2013.
Stewardship. Peter Block. Ed. Berrett-Koehler, Publishers, 1996.
Leading organizations
Built to Last. James C Collins. HarperCollins Publishers Inc, 1994.
The Individualized Corporation. Sumantra Ghoshal and Christopher A. Bartlett. Ed. Harper Business, 1997.
Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage. Scott Keller and Colin Price. John Wiley & Sons, Inc., 2011.
Motivation and influence
The Power of Full Engagement. Jim Loehr and Tony Schwartz. Free Press. 2003.
Work Motivation. Gary P. Latham. Sage, 2007.
Rewarding Excellence. Edward E. Lawler III. Ed. Jossey-Bass, 2000.
Working with Emotional Intelligence. Daniel Goleman. Ed. Bantam Books, 1998.
Textbooks on Organizational Behavior
Organizational Behavior (2nd European ed). Robert Kreitner, Angelo Kinicki, and Marc Buelens. Ed. McGraw-Hill, 2002.
A Primer on Organizational Behavior (4th ed). James L. Bowditch and Anthony F. Buono. Ed. John Wiley & Sons, 1997.
Classic Readings in Organizational Behavior (2nd ed). J. Steven Ott. Ed. Harcourt Brace College Publishers, 1996.
NEW TECHNOLOGIES AND PERFORMING ARTS
General bibliography
Benson, S. & Giannachi,G. (2011). Performing Mixed Reality. Massachussets: MIT Press.
Bilton, C. (2007) Management and creativity. From creative industries to creative management, Blackwell publishing: Oxford.
Blake, B. (2014). Theatre and the Digital. New York: Palgrave Macmillan.
Byrnes, W.J. (2009) Management and the arts, 4th edition, Elsevier: Oxford.
Dixon, S. (2007). Digital Performance: a History of New Media in Theatre, Dance, Performance Art and Installation, Massachusetts: MIT Press.
Fine, D. & et al. (2018) Digital Media, Projection Design and Technology for Theatre. London: Routledge.
Napoli, P.M. (2010). Audience Evolution: New Technologies and the Transformation of Media Audiences. Columbia University Press: New York.
Rosewall, E. (2013). Arts Management: Uniting Arts and Audiences in the 21st Century, Oxford: Oxford University Press.
Townley, B. & Beech,N.(2009) Managing Creativity: Exploring the Paradox. Cambridge University Press: Cambrigde.
Other materials such as texts and presentation might be delivered throughout the sessions according to the students' needs.
NEW TECHNOLOGIES AND MUSEUMS AND HERITAGE
Below there are a couple of links where you can find examples or you can contribute one that you have seen on your own:
The Ultimate Guide to Virtual Museum Resources, E-Learning, and Online Collections
https://mcn.edu/a-guide-to-virtual-museum-resources/
Museum Social Media Entertains During the COVID-19 Crisis
https://www.museumnext.com/article/museum-social-media-entertains-during-the-covid-19-crisis/