Abstract Academic approaches to arts and cultural leadership have focused predominantly on established leaders in the organizational context. Taking an alternative approach, this paper considers the identity development of emerging leaders within disciplinary-based communities. It argues that leadership is both socially constructed and not universally embraced, analyzing 41 interviews with Australian arts and cultural practitioners to demonstrate that emerging arts and cultural leaders are often reluctant to identify as leaders. The paper explores reasons for this reluctance and discusses implications for the sector. The research contributes to theoretical knowledge of arts and cultural leadership and of the development of emerging leader identity.

中文翻译：

---

澳大利亚艺术和文化领域的领导力勉强

摘要艺术和文化领导力的学术方法主要集中于组织背景下的知名领导者。本文采用另一种方法，考虑了基于学科的社区中新兴领导者的身份发展。它认为领导力既是社会建构的，也不是普遍接受的。它分析了41次对澳大利亚艺术和文化从业人员的采访，以证明新兴的艺术和文化领袖通常不愿将自己确定为领导人。本文探讨了造成这种不愿的原因，并讨论了对该行业的影响。该研究有助于艺术和文化领导力的理论知识以及新兴领导者身份的发展。