The Influence of a Leader on the Organization Culture of Street Dance Studios

• Main Authors: Yukio NITTA, 陳汗青
• Other Authors: Lan-Kuei Huang
• Format: Others
• Language: zh-TW
• Published: 2012
• Online Access: http://ndltd.ncl.edu.tw/handle/tdk7yn

碩士 === 國立臺北藝術大學 === 藝術行政與管理研究所 === 100 === Abstract With the introduction of movies and music videos in the 1980s, rap and street dance began finding their way into Taiwan. In recent years, as street dance became popular among teenagers, dance companies, studios, and societies in universities and colleges have also been created. From the personal observation of the researcher, with the expansion of the street dance market, the operations of street dance organizations have also diversified, among which the development of dance studios being the most stable. After initial interviews, it is found that although teaching and performances are the main activities performed in dance studios, each studio has its own unique organizational culture, motivating the study of the relationship between leaders of dance studios and their organizational culture. However, since there is a tremendous lack of research and dedicated books related to street dance in the Taiwan academia, it is the expectation of this paper to understand, through this study, the differences between the organizational cultures of dance studios, and reasons for its existence. This study adopts the qualitative research method, choosing dance studios in Taipei City as research targets, and among which six leaders are chosen for in-depth interviews, while assisted by research materials collected via participation and observation. For the purpose of analysis, this study refers to the six “primary embedding mechanisms” (Schein 2010) with which leaders use to influence the organizational culture; definitions of organizational cultures proposed by different scholars were integrated using Hawkins’ (1997) “water-lily” model; dance studio organizational cultures developed by different leaders via the observable and inferable water-lily flower, leaf and stem were compared and explored; and the classified organizational culture profiles proposed by Wallach (1983) was adopted to arrive at the induction of the organizational cultures of dance studios. Finally, this study explores the methods leaders choose to adopt to influence organizational culture, and their relationship with the organizational culture. This study explores the methods used and results achieved by dance studio leaders on influencing the organizational culture, and reached the following three conclusions: 1. Leaders cultivate the organizational culture through personal involvement; 2. Leaders tend to develop family-style organizational culture with flexibility; 3. Leaders born from the same training system tend to cultivate similar organizational cultures.