*5. Leadership as Art*

Sandberg found unexpected leadership qualities among the artists engaged in art hacking experiments. "Usually it was the artists who set impulses that allowed for progress". 

They demonstrated aesthetic skills, took the initiative with fluency, encouraged lateral thinking by coming up with original ideas and led the process while stimulating a change of perspective by profound questions.[...] their perseverance in crisis situations pulled the others along [...] cautiously and persistently guiding their fellow players through the process by being role models in creative behaviour without reclaiming a special status within the group, acting out an integrative form of creative leadership instead. 

 As "cautious actors", they carefully shepherded the group's work process. "However, their strong presence and constructive behaviour made them secret leaders. [...] The others perceived them as of equal rank while simultaneously being in a subtle leadership role" [10]. This speaks to an artful dimension of leadership, that incorporates tacit knowledge, physical presence and influence by inspiring interaction, complementing intellectual and analytical skills. This is consistent with Schnugg and Song's research findings of ABIs in general, and of art–science collaboration in particular, highlighting the catalytic role that art and artists play. Artist-leaders can open up new perspectives, imbue organizational aesthetics, and improve cognition. They heighten the organization's capacity for complexity, ambiguity, contradiction and uncertainty [8]. 
