从案例分析中可以看出，艺术组织即Australian Centre for Contemporary Art已经发展成为当代艺术文化领域的艺术和社区参与中心(Sutherland and Gosling, 2010)。案例分析表明，ACCA通过管理具有艺术和管理性质的员工来实现组织内部的领导力(比尔顿，2007)。人们意识到，通过培训员工以获得足够的技能，表达创意和管理团队，并推动他们实现绩效最大化，来展现内部领导力(Brown, 2016)。研究发现，在执行董事领导下的管理团队中，奖励和认可与其他公司绩效评估系统都是到位的(Caust, 2015)。问题出现了，因为艺术总监没有给予太多的关注，以鼓励、参与和激励艺术家提供高质量的作品。因此，持续的艺术方向，以及在选择艺术技巧和形式上缺乏自主性，导致了艺术家的士气低落和脱离，从而产生领导问题(DeFrank-Cole和Nicholson, 2016)。由此可见，ACCA所遵循的双重领导是无效的，降低了组织和领导的整体有效性。
董事会主席首先可以鼓励整个董事会增加他们对视觉艺术、艺术创作和艺术作品的理解(Hewison and Holden, 2016)。这将使董事会在进行战略决策的过程中在一定程度上考虑到美学。
It can be established from the case study analysis that the arts organization namely Australian Centre for Contemporary Art has developed the leading position as a centre for artistic and community participation for engagement in cultural sector of contemporary art (Sutherland and Gosling, 2010). The case study analysis has surfaced that the ACCA delivers internal leadership within the organization by managing the workforce of artistic and managerial nature (Bilton, 2007). It was realised that the internal leadership is presented by training the employees for adequate skills, articulation of the creative and management teams and driving them towards the maximization of the performance (Brown, 2016). It was found that while the rewards and recognition are in place along with other corporate performance measurement systems across the management teams under the executive director (Caust, 2015). The problem arises as not much of the attention is given by the artistic director to encourage, engage and motivate the artists to deliver the high quality artworks. Hence, the continuous artistic direction along with the lack of autonomy in selecting the art techniques and forms results in demotivation and disengagement of the artists that pose leadership issues (DeFrank-Cole and Nicholson, 2016). Hence, it can be concluded that the dual leadership followed by the ACCA is not effective and reduces the overall organizational and leadership effectiveness.
The following recommendations can be adopted for the future of the leadership role across ACCA:
The Chair of the Board can first and foremost encourage the entire board of directors to increase their understanding about the visual arts, artistic creations and art works (Hewison and Holden, 2016). This will allow the board of directors to take into account the aesthetics to some extent during the process of strategic decision making.
The Chair of the board can persuade the board to adopt the shared leadership, autonomy and cultural innovation across the organization. Furthermore, the leadership role of ACCA can be modified through encouraging the Artistic Director, Max to learn more techniques and styles of management in order to ensure that the instances of interpersonal conflict among the artists and with the management does not result in the loss of the talented artists.
Linda, the executive director can be prompted to learn more about the artistic creations and artistic curatorial in order to better understand the responsibilities of Max for inter-assistance (Ibbotson, 2008). Hence, this will develop a foundation to integrate shared leadership across the organization where both the Artistic Director and Executive Director are involved in majority of the decision making. The bifurcation among the job responsibilities can be dissolved in order to achieve improved performance and productivity.
The future organizational role can be integrated of both the artistic and executive director’s responsibilities in order to improve the organizational leadership efficiency and ensure that the organization experiences artistic excellence.