Abstract/Description/Artist Statement
This essay critically examines recent leadership transitions at the John F. Kennedy Center for the Performing Arts, highlighting how abrupt, politicized changes in governance have reshaped organizational structure, internal culture, and community engagement. Drawing on interviews with institutional insiders, media coverage, and the author’s experience in the DMV dance community, the analysis traces the replacement of key leaders, including Jane Raleigh and Deborah Rutter, with less experienced appointees aligned with political priorities. Using Morgan’s organizational theory frameworks along with notions from classical management, political and cultural theory, the study sheds light on the way hierarchical structures and centralized authority marginalize women’s expertise in dance leadership and undermine relationships in the local dance ecosystem. By situating leadership change within broader ideological and political contexts, the essay underscores the delicate balance between artistic integrity, governance, and public trust in national cultural institutions.
Keywords: dance leadership, gender inequality, cultural politics, Kennedy Center, dance community, women's leadership
Faculty Advisor/Mentor
Jason Saltmarsh
Faculty Advisor/Mentor Email
jsaltmar@odu.edu
Faculty Advisor/Mentor Department
Educational Leadership and Workforce Development
College/School Affiliation
Darden College of Education & Professional Studies
Student Level Group
Graduate/Professional
Presentation Type
Poster
Included in
Politicizing a cultural institution: How structural change capsized the Kennedy Center
This essay critically examines recent leadership transitions at the John F. Kennedy Center for the Performing Arts, highlighting how abrupt, politicized changes in governance have reshaped organizational structure, internal culture, and community engagement. Drawing on interviews with institutional insiders, media coverage, and the author’s experience in the DMV dance community, the analysis traces the replacement of key leaders, including Jane Raleigh and Deborah Rutter, with less experienced appointees aligned with political priorities. Using Morgan’s organizational theory frameworks along with notions from classical management, political and cultural theory, the study sheds light on the way hierarchical structures and centralized authority marginalize women’s expertise in dance leadership and undermine relationships in the local dance ecosystem. By situating leadership change within broader ideological and political contexts, the essay underscores the delicate balance between artistic integrity, governance, and public trust in national cultural institutions.
Keywords: dance leadership, gender inequality, cultural politics, Kennedy Center, dance community, women's leadership