Orchestral Conductors as Transformational Leaders: Preferences of Professional Instrumentalists in South Africa

• Published in: Muziki : journal of music research in Africa Vol. 20; no. 1-2; pp. 73 - 97
• Main Authors: Barrett, Michael, van der Merwe, Schalk
• Format: Journal Article
• Language: English
• Published: Pretoria Routledge 03.07.2023; Taylor & Francis Ltd
• Subjects: Leadership; leadership behaviours; orchestral conducting; Questionnaires; South Africa; Transformational leadership
• ISSN: 1812-5980; 1753-593X
• DOI: 10.1080/18125980.2024.2317933

This article explores the preferences of professional South African instrumentalists concerning the transformational leadership behaviours displayed by orchestral conductors. Quantitative and qualitative data (explanatory sequential mixed method design) were collected by means of the Multifactor Leadership Questionnaire (MLQ-5X) and semi-structured interviews. Forty-seven professional South African orchestral players completed the questionnaire, of whom five were invited to participate in an interview. Three transformational leadership behaviours frequently displayed by conductors were identified through the collection of quantitative data: idealised influence-attributes; idealised influence-behaviours; and inspirational motivation. Interviewed participants favoured all transformational leadership behaviours demonstrated by conductors, but at varying levels. Key ideas of transformational leadership, which include reciprocal trust between players and the conductor, as well as the conductor's ability to prepare for rehearsals and have the necessary skill and vision to lead and adapt within an orchestral environment, are highlighted. Participants often referred to a "fine line," where conductors could easily be either too active or too passive in their approach to specific transformational leadership behaviours. The positive effects of two types of transformational leadership behaviours displayed by orchestral conductors in the professional South African context are substantiated through evidence: idealised influence-attributes (IIA) and inspirational motivation (IM).