Performance effects of cognitive heterogeneity in dual leadership structures in the arts: the role of selection system orientations

A dual executive leadership structure aspires to shape an executive constellation where both executives have different orientations that they use to assess the world around them, process information to make decisions, and evaluate outcomes. By separating the executive position into two functionally different roles, pluralistic organisations such as high art organisations, intend to balance multiple organisational objectives. Using dyadic data from both the artistic and managing directors of 51 (subsidised) theatre and dance companies with dual leadership structures, we study the drivers of a particular selection system orientation (peer, expert or market) and the effects of possible heterogeneity in orientation between the dual leaders. We find that functional roles are related to selection system orientations and that heterogeneity in selection system orientations has an effect on organisational performance, specifically when evaluated by experts.