The William and Flora Hewlett Foundation’s Performing Arts Program invests in arts leadership because we believe the vitality of the sector is fundamentally dependent on the quality of its leadership. As part of our commitment to strengthening leadership, we commissioned the research presented here to help shape our future investments. But the findings have implications that go far beyond our grantmaking. They show how different generations experience their work in the arts sector, and highlight how the differences affect engagement,
innovation, and other factors critical to the success of individual arts organizations and the health of the field as a whole.

At the heart of the findings is a challenged definition of “leadership.” Members of younger generations often see leadership as the fostering of a culture of connectedness, collaboration, and change—they believe leadership is rooted in the efforts of many. This view is in contrast to the more traditional, hierarchical structures and practices of many arts organizations and funders.