This article explores the critical impact of leadership discontinuity on the failure of arts organizations through the lens of Organizational Discontinuity Theory. Leadership discontinuity, characterized by frequent changes in executive roles, disrupts the strategic direction and operational stability of arts organizations. This instability often leads to a breakdown in communication, loss of institutional knowledge, and diminished stakeholder confidence. The study is based on ongoing research of arts organizations followed for the past four years across the United States that have since failed and shuttered, as well as those that have merged with other organizations and reincarnated. It examines several case studies to highlight the correlation between leadership discontinuity and organizational decline, emphasizing the importance of consistent and visionary leadership in maintaining the health and sustainability of arts institutions. The article discusses internal and external factors contributing to the demise of these organizations, including economic pressures, funding challenges, and shifts in audience engagement. Strategies to mitigate the adverse effects of leadership discontinuity are also explored, such as succession planning, fostering a strong organizational culture, and implementing robust governance structures.
