Ekonomisk kapital vs Kulturellt kapital : Delat ledarskap i kulturinstitutioner

Sammanfattning: There are many different ways to control an organisation. In cultural organisations, it has become more common to have several directors working simultaneously. Often, different individuals possess different cultural and economic experience, thus a variety of backgrounds provides a more thorough scope of expertise and knowledge. This type of management is prevalent in the cultural sector. This thesis will research how leaders in cultural institutes work in a dual leadership, “co-leadership”, when their backgrounds are different. For example, one of the leaders comes from the “business world” and the other leaders come from the art world. The question is how do they work together with such different backgrounds? To make the thesis more clear we have defined leadership, co-leadership, and the French culture sociologist Bourdieu’s notion of peoples’ “capital”. This thesis has been investigated in Gothenburg Opera. The problem has mainly been solved with some help from earlier studies from the researcher Marianne Döös theory about, dual leadership “co-leadership” and Pierre Bourdieu’s field theory. The thesis is based on a comparison between previous theories about leadership in order to observe potential similarities and differences. The thesis will not focus on conflicts. The research has mainly been preformed using literature studies and qualitative interviews. The responses have been put together and then comparisons have been made. The answers from the leaders have been analysed and interpreted, revealing that the leader’s background does have an influence on how leadership is carried out.