Women’s historical roles as volunteers, entrepreneurs, and leaders in the arts are crucial to understanding the operation of arts organizations and anticipating future needs. McCarthy (1991) explains that women’s leadership in organizations came from their roles as volunteers. Women developed leadership skills by organizing charity organizations and women’s clubs. In an era when formal education was unavailable to most women, these associations provided opportunities in which women learned from each other while advancing social good, enabling them to be more successful leaders. The field of arts management has since professionalized and is matched with formal education and degrees in arts management. This research relies on phenomenology to produce qualitative data reflecting the educational, managerial experiences of arts management alumnae to determine how higher arts management education impacts women’s professional and voluntary leadership in arts nonprofits. It then applies the recommendations of alumnae to examine current curriculum of arts management programs.
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