The project-based work characteristic of the creative industries is not usually carried out exclusively by in-house teams. Owing to potential uncertainty regarding commissions or budgets, the use of permanent staff is reduced where necessary, and organisations instead rely on shorter-term employment arrangements and collaborations with network partners. Leadership tasks are usually taken on by the company founders. Their understanding of leadership often varies considerably. This book therefore examines the question of which approach to leadership is suitable for the diverse groups of employees in SMEs within the creative industries and their project-based work. Following a discussion of leadership principles and tasks relevant to the creative industries, the author develops six leadership hypotheses, drawing on her own empirical research. Key themes include the generation and maintenance of resources, as well as job autonomy, control and the distribution of tasks. House's Path-Goal Theory provides the theoretical foundation for this.

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