An atypical leader is often celebrated as an individual who is likely to support workforce diversity in organizations. Yet the verity of the assumption that an atypical leader will invariably promote workforce diversity remains underexplored. In this paper, we question this assumption and demonstrate the dualities of an atypical leader in legitimizing and delegitimizing workforce diversity. We define and examine the concept of atypicality among leaders, in terms of how they emerge, who they are (dispositions), what they say (discourses) and what they do (performative acts). We introduce a conceptual framework that maps out the emergence and constitution of an atypical leader, as well as their impact on diversity management within an organization. Our analysis incorporates the concept of habitus (class-specific and reflexive), in order to reveal the dualities of an atypical leader which determine the management of diversity within an organization and cause continuity and change in diversity beliefs.This is an open access article under the terms of the Creative Commons Attribution License, which permits use, distribution and reproduction in any medium, provided the original work is properly cited.

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Strategic decision-making in the volatile and uncertain art market is not only instigated by rational interpretation of the external environment, but also by expert-based intuition. This paper investigates organisational failure at Phillips auctioneers between 1999 and 2002, a period in which it was owned by the multinational luxury goods conglomerate Louis Vuitton Moët Hennessy (LVMH). To analyse this case, we develop a conceptual framework for strategic sensemaking in art organisations that includes the processes of scanning, interpreting, strategising, acting and adjusting, which take place in non-linear and recursive patterns in supporting continuous loops of improvement. Our analysis identifies the merits of intuitive decision-making when realising a novel artistic and entrepreneurial vision which established Phillips as a boutique auction house. However, it also highlights the limitations of emotional and opportunistic decision-making which could lead to blinded management if any of the processes of strategic sensemaking is ignored.

The version in the Kent Academic Repository may differ from the final published version. Users are advised to check http://kar.kent.ac.uk for the status of the paper. Users should always cite the published version of record.

This paper investigates the roles played by social enterprise and social activism in mitigating access inequalities in the artistic labour market in the UK. Our analysis focuses on underpaid internships as a primary form of access inequalities. By employing critical discourse analysis, this study contrasts the discourses of entrepreneurialism and voluntarism advocated by the government and social enterprises, with the counter‐discourse of precarity advanced by social activists. The central argument is that precarity is not simply an innate characteristic of artistic labour, but is also a social construct and discourse which is directly linked to social class and the experience of less privileged creative workers.