CONCLUSION Our study references Leadership in the context of management specifically in arts organizations; looking into the management and leadership environment of a typical production-based arts organization and superimpose this over our individual projects. Our study reflects on several leadership styles that can be used with flexibility as the project progresses. In many cases arts organizations are composed of highly trained and educated individuals with their own egos and temperaments, yet despite their individual visions they are brought together to achieve another person’s singular artistic vision. Any number of outcomes during stages of progression can effect changes such as quantifying the tasks and matching these with skills and knowledge, any number of people in the team at any one time. Our research has revealed that a very distinct nature prevalent in arts organizations that is the personal involvement of individuals in the team. The purpose of the leader, then, is to use management tools such as engendering good group communication, democratic decision-making and creative thinking, as well as an openness to consider the group’s diversity as a wealth to be resourced. The task of referring, reflecting and revision of our individual projects has tapped into the surface of invaluable resources that can be effected to provide a structure that enables the realisation of arts and visual communication projects, as is the aim of our collaborative study. In this study we hope that more opportunities would be opened up for the observations of leader-team relations and dynamics in arts and production organizations.
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