The Art of Making (It) Work: Artist-Centered Organizational Models in Small Professional Theater Companies

Abstract

Many theater artists hold multiple jobs in order to achieve financial stability while pursuing a career in the arts. Research suggests their skills for communication, adaptability, and creativity are more in demand than ever in non-arts related fields, but are underutilized in paid administrative positions within theater companies. However, a growing trend in small professional theater companies with artist-centered models of organizational leadership is changing the way theater is produced by prioritizing artist compensation and leveraging the skills of artists historically used in non-arts sectors. This paper examines some of these models at work, identifies common factors that contribute to sustainability, and explores the necessary factors that will determine the impact artist-centered leadership models will have on the future of modern theater.