Leadership and Change, Case Study Example

Jill Medvedow Leadership Tutelage

Jill Medvedow joined the ICA, Boston, and adopted a unique change process that aimed at transforming the Museum into a unique institution of contemporary art. As part of the leadership strategy, Medvedow was driven by the passion of amplifying the voices of artists while also focusing on nurturing artistic expression (ICA). Critical approaches adopted by the ICA leadership entail; (1) the selection of an architectural firm through a competitive process, (2) focus on a permanent collection, and (3) the adoption of ICA teen programs. The vision informed these approaches h of Jill Medvedow. Targeting the Boston Waterfront was important owing to the history of the city that has been characterized by political and intellectual progressiveness. Medvedow’s leadership demonstrates the importance of adopting a transformative vision within organizational settings.

The selection of architectural firm Diller Scofidio + Renfro was important in meeting the vision of ICA. By selecting a firm that would achieve the vision of ICA, the right leadership is pivotal within any organization. More importantly, the ICA embarked on a transformative approach that would increase the attendance at the Museum that was experiencing declines. More importantly, the ICA leadership under Medvedow focused on ensuring the Museum would change in line with future considerations. Obstacles such as lack of permanent collections were prevalent within the company.  The Museum also faced an identity crisis issue, which was evident in its name changes throughout its history.

Another approach adopted by Medvedow was the adoption of teen programs that aimed to attract more visitors to the Museum. Under Boston’s ICA’s youth programs, teen leadership, concerts, and exhibition tours were adopted under Medvedow’s leadership. The teen youth programs were driven by the need to establish an organization that considers different age demographics. The White House awarded the teen youth program. This highlights the contribution undertaken by the ICA leadership at the time. Briefly summated, Medvedow adopted an enthusiastic approach to transforming the Museum. Initially, the ICA under Medvedow was faced with the challenge of changing the public perception of art. Furthermore, attracting investments was quite challenging due to the decline in interest in art. However, the transformative style adopted by Medvedow proved important.

Jill Medvedow Source of Powers

As earlier reiterated, Jill Medvedow adopted a transformational leadership approach that focused on moving the organization towards a greater future. More importantly, transformational leaders such as Medvedow are informed by the need to adopt idealized influence, holistic. Negative attitudes continue to be channeled towards art. Modern art entails the works of living individuals across the globe. Within the Boston community, investments in art were limited in the years before Medvedow’s leadership. With that in mind, there was the need to ensure the art scene in Boston moved from a conversation approach to one that focused on creating new art.  A major source of power for Medvedow can be seen in her behaviors. Medvedow focused on becoming a role model to her followers. The need to make the Boston museum a source of inspiration for art lovers was critical in adopting the vision of the ICA.

Afshari (98) opined that transformational leadership significantly contributes to organizational commitment and motivation within organizations through the adoption of culturally informed practices.  Medvedow can be seen as being driven by the need to make the Boston museum attractive. Expert power is also vivid under Medvedow’s leadership strategy. Medvedow founded the 911 Media Arts Center in Seattle. Coming to an organization experiencing declines in membership and attendance, Medvedow used her professional experience within the field of arts to transform the ICA, Boston. Through transformational leadership strategies, Medvedow changed the fortunes of the Museum. Instituting changes in an organization does not necessarily require adopting coercive or informational power. Medvedow incorporated transformation guided by her professional experience in the field of arts.

As previously highlighted, the ICA was experiencing an identity crisis. The appointment of Medvedow was driven by the urge to reinvent and stabilize the Boston art scene. Moreover, Medvedow was selected as the preferred candidate because she had the expertise in handling audiences. A narrow and elite comfort zone characterized the ICA. Her personality traits significantly played into the situation that ICA was facing at the time. Focusing on adopting a unique vision that ensures that the Boston museum would meet the future needs of the growing art community. The idealized influence remains at the heart of Medvedow’s leadership strategy. While the ICA Boston experienced increased membership and attendance, Medvedow continues to inspire followers towards achieving the vision.  The vision of an organization remains important in achieving objectives. Furthermore, the leader of an organization plays a critical role in instituting changes.

Works Cited

Afshari, Leila. “Idealized influence and commitment: a granular approach in understanding leadership.” Personal Review (2021): 98.

ICA. About the ICA Boston: Building the New ICA. Boston, 2015.