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ORIGINAL RESEARCH article

Front. Psychol.
Sec. Organizational Psychology
Volume 15 - 2024 | doi: 10.3389/fpsyg.2024.1392412

Individual Characteristics in Arts Management Careers: Investigating the Highly Sensitive Person Scale on Motivation to Lead

Provisionally accepted
Christian W. Farstad Christian W. Farstad 1,2*Jan Ketil Arnulf Jan Ketil Arnulf 1
  • 1 BI Norwegian Business School, Oslo, Norway
  • 2 Kristiania University College, Oslo, Norway

The final, formatted version of the article will be published soon.

    Research on personality in leadership indicates that self-selection to leadership careers and artistic careers correlates with diverging personality profiles. People in leadership careers traditionally display lower neuroticism and higher conscientiousness than artistic individuals.In between, there are individuals entering arts management careers. To study these individuals directly, we collected Norwegian data from 91 musical theatre students and 102 arts management students and compared with 109 business management students. As expected, conscientiousness and neuroticism predicted artistic careers against business management careers, aligned with the "arts for arts' sake" myth of artists. Interestingly, arts management careers were not different from artistic careers. They weren't more motivated to take on leadership roles than performing artists either. However, the Highly Sensitive Person Scale indicated that narrower traits of sensitivity predicted higher levels of motivation to lead in many artists. Some arts and arts management students seem to bring unique talents into forms of leadership particularly useful for artistic organizations. Our findings are discussed in terms of how leadership characteristics operate in the field of art, and the effect of domain-specific characteristics in this setting. Leadership, personality, field of art, education, development

    Keywords: Leadership, Personality, field of art, Education, development

    Received: 27 Feb 2024; Accepted: 27 Jun 2024.

    Copyright: © 2024 Farstad and Arnulf. This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) or licensor are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms.

    * Correspondence: Christian W. Farstad, BI Norwegian Business School, Oslo, 0484, Norway

    Disclaimer: All claims expressed in this article are solely those of the authors and do not necessarily represent those of their affiliated organizations, or those of the publisher, the editors and the reviewers. Any product that may be evaluated in this article or claim that may be made by its manufacturer is not guaranteed or endorsed by the publisher.