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This volume in 'The SAGE Reference Series on Disability' explores the arts and humanities within the lives of people with disabilities. It is one of 8 volumes in the issue-based and cross-disciplinary series, which incorporates links from varied fields making up Disability Studies as volumes examine topics central to the lives of individuals with disabilities and their families

This paper discusses current threats to the arts and humanities in western education and their supersedence by sciences, in the wake of the 2020 coronavirus sweeping the world and causing human beings, fighting for survival, occasionally to forget their humanity. The article begins with the problem in Australia, while the body of the essay, in three sections, examines scholars' and educators' views across the world. The first section discusses research projects and discussions, seeking to overcome threats to the humanities. The middle section scrutinizes attempts to persuade leaders to support the humanities. The third section critiques articles explaining the value of humanities to the public. Despite commentators extolling humanities' unquestionable strengths, not one acknowledges a weakness that began as a virtue. The final paragraphs attempt to redress this, to enable the Renaissance.

"Laozi, Marx, the Buddha, Ibsen, Machiavelli-these are just a few of the world's great thinkers who have weighed in on the subject of leadership over the centuries. Yet, the contemporary student of leadership often overlooks many of these names in favor of more recent theorists hailing from the social sciences. Understanding Leadership: An arts and humanities perspective takes a different angle, employing the works of the great philosophers, authors, and artists found in world civilization and presenting an arts and humanities perspective on the study of leadership. The authors build their conceptual framework using their Five Components of Leadership Model, which recognizes the leader, the followers, the goal, the context, and the cultural values and norms that make up the leadership process. Supporting the text are a wealth of case studies that reflect on works such as Ayn Rand's novella Anthem, Eugène Delacroix's painting Liberty Leading the People, Charlie Chaplin's film Modern Times, Athol Fugard's play "Master Harold" . . . and the Boys, Laozi's poetic work Dao De Jing, and Antonín Dvořák's New World Symphony. The authors also introduce studies from various world cultures to emphasize the role that cultural values and norms play in leadership. This illuminating framework promotes the multidimensional thinking that is necessary for understanding and problem solving in a complex world. Understanding Leadership: An arts and humanities perspective will be a valuable textbook for both undergraduate and postgraduate leadership students, while leadership professionals will also appreciate the book's unique liberal arts and cultural approach"--

AbstractThis chapter discusses a case study of the merger between two relatively small organizations: a local nonprofit arts council and a public county‐level humanities commission. As this case deviates from other merger analyses that tend to focus on larger health and social service agencies, the chapter examines how well key findings of the nonprofit merger literature apply to mergers of organizations of smaller size and in other fields. Generally, we find that the merger literature so far provides sufficient guidance for nonprofit managers in fields such as the arts, where merger pressures have only now begun to mount.

The development of the National Foundation for the Arts & Humanities in 1965 marked a significant change in the US's traditional pattern of supporting the arts. Art, music, & letters had historically depended on private patronage, foundations, & the vagaries of the cultural market. Although the creation of a national agency has shifted allocation of funds for cultural projects to the public sector, substantial support for national cultural organizations comes from US corporations. Political implications of this extensive private support are assessed. It is suggested that, perhaps as much as ever, artistic decisions will be conditioned by pressures from the private sector. D. Dunseath.

Created in 1981 by President Ronald Reagan, the Presidential Task Force on the Arts and Humanities produced a series of resolutions including a recommendation leading to the formation of the President's Committee. The Task Force did not question federal funding of the arts or the humanities, but it did suggest encouragement of federal matching grants and increases in private support. The President's Committee began its deliberations where the Task Force ended: the investigation of ways to further private support of the arts and humanities. Among the items on its agenda are the encouragement of community foundations to enter the area of cultural funding; presidential fellowships in the arts and humanities; development of an information system for the collection of data on funding; recognition awards; city pairing and sharing for cultural institutions; and various tax proposals.