scholarly journals Reconsidering People as the Institution: Empathy, Pay Equity, and Deaccessioning as Key Leadership Strategies in Art Museums

2021 ◽  
Vol 64 (2) ◽  
pp. 253-268
Author(s):  
Amy Whitaker
Keyword(s):  
Art Museums ◽  
Leadership Strategies ◽  
Pay Equity

The price of being female: Implicit economic stereotypes as obstacles to pay equity

2003 ◽  
Author(s):  
Melissa J. Williams ◽  
Elizabeth A. Paluck ◽  
Julie Spencer-Rodgers
Keyword(s):  
Pay Equity

Art mediator as a participant of art communication

2020 ◽  
Vol 4 (4) ◽  
pp. 109-115
Author(s):  
K.I. Shimanskaya ◽  
Keyword(s):  
Scientific Literature ◽  
Art Museums ◽  
Work Of Art ◽  
Basic Principles ◽  
Individual Approach ◽  
Participatory Practice

Artistic communication is the interaction between the viewer and the work of art. Its success is the highest goal of an art mediator, whose role is to establish and maintain a dialogue between the subjects of artistic communication. n this regard, art mediation is understood by the authors of the article as a participatory practice that teaches visitors of art museums and galleries the language of art and its interpretation. This view is confirmed by a review of the concept of artistic communication in scientific literature, as well as an analysis of the practice of art mediation, its basic principles (such as openness, polyphony and the use of an individual approach by an art mediator) are revealed on the example of the Krasnoyarsk Museum Biennale «Negotiators» in the Krasnoyarsk Museum Center.

Successful leadership in a rural, high-poverty school: the case of County Line Middle School

2014 ◽  
Vol 52 (4) ◽  
pp. 422-445 ◽  
Author(s):  
Hans W. Klar ◽  
Curtis A. Brewer
Keyword(s):  
Middle School ◽  
Service Learning ◽  
Low Income ◽  
Leadership Practices ◽  
Leadership Strategies ◽  
High Poverty ◽  
Content Type ◽  
School Principalship ◽  
Successful School

Purpose – In this paper, the authors present a case study of successful school leadership at County Line Middle School. The purpose of the paper is to identify how particular leadership practices and beliefs were adapted to increase student achievement in this rural, high-poverty school in the southeastern USA. Design/methodology/approach – After purposefully selecting this school, the authors adapted interview protocols, questionnaires, and analysis frameworks from the International Successful School Principalship Project to develop a multi-perspective case study of principal leadership practices at the school. Findings – The findings illustrate the practices which led to students at this school, previously the lowest-performing in the district, achieving significantly higher on state standardized tests, getting along “like a family,” and regularly participating in service learning activities and charity events. A particularly interesting finding was how the principal confronted the school's negative self-image and adapted common leadership practices to implement a school-wide reform that suited its unique context. Research limitations/implications – While the findings of the study explicate the specific ways the principal adapted leadership strategies to enhance student learning, this study also highlights the need to understand how principals become familiar with their community's needs, cultures, norms, and values, and exercise leadership in accordance with them. Practical implications – The case offers an example of the need for context-responsive leadership in schools. In particular, it illustrates how this principal enacted leadership strategies that successfully negotiated what Woods (2006) referred to as the changing politics of the rural. To realize this success, the principal utilized his understanding of this low income, rural community to guide his leadership practices. Critically, part of this understanding included the ways the community was connected to and isolated from dominant sub-urban and urban societies, and how to build enthusiasm and capacity through appeals to local values. Originality/value – While it is widely acknowledged that school leaders need to consider their school and community contexts when making leadership decisions, less research has focussed on understanding how this can be achieved. This case provides rich examples of how this was accomplished in a rural, high-poverty middle school.

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