This Master thesis in Anthropology offers a grounded and detailed perspective into the practices of leadership of citizen-initiated cultural organisations. Focusing on the Institut for (X) organisation in Aarhus, Denmark, the research aims at unpacking the concept of leadership through the lens of practices, looking at practices that shape the nature, direction, and change of the specific organisation, and the relationships these practices are embedded in. As in other resources of this collection, this research explores leadership beyond the visionary leader and towards a processual, relational and collective understanding.

Considering leadership through the practices shaping the nature, change and direction of the organisation from the perspectives of the members of the organisation, the research found that the most frequent leadership practices are the ones ensuring connectedness among the members of the organisation, keeping the organisation alive and growing, and trying to influence societal change. These practices are related to and influenced by history, external actors, and core assumptions and ideas that people at Institut for (X) hold. An overall conclusion is that leadership is largely about adaptation and change.