Leadership and management in cultural institutions and in the cultural sector in a broader sense. My focus is leadership in the cultural sector and how leadership may respond to the current changes in the political, social and financial framework in the sector. In particular, I’m interested in the changes brought about by market mechanisms as a (new) mode of operation in the cultural sector, often referred to as marketization of the sector – as a change driver, as a result of globalization/changes in consumption/supply patterns (e.g. experience economy), as a change in individual and social identity building (e.g. identity as a negotiated entity). Furthermore, I’m interested in ways in which the cultural sector may adapt to new circumstances by exploring new potential ‘roles’, as a driver for regional development, as a new multidimensional learning environment and as a change agent for social change and interaction.