– (S)he is the leader of the first violin section.

– (S)he is the leader of the entire orchestra.

– (S)he is the first solo violinist and has to perform all concertmaster soli. Sometimes (s)he’ll perform as a soloist.

– (S)he has to lead group or string rehearsals.

– (S)he is responsible for the bowings while keeping the desired articulation in mind, or (s)he needs to translate the desired articulation into the right bowings.

– (S)he is the intermediary/contact between the orchestra and the conductor, and…

– … (s)he has to lead in a physical way and has to be able to show the conductor’s intentions (and eventually his (/her) own) with movements and body language. This means his (/her) non verbal communication must be very clear. To achieve this, (s)he must follow both the conductor and the last stand at the same time (and all the other players involved, especially the principles). Also (s)he must be able to make a difference between visible, physical leading (which happens before a note/entrance, simultaneously with the conductor) and the actual playing (which happens after the physical leading).

– In case an orchestra member doesn’t function well, (s)he must speak with this person in order to get him (/her) back on track.

– (S)he must create social cohesion if necessary.

– (S)he must help other players to function well and…

– … (s)he must be a mental support if necessary by being supportive, courageous and by giving trust.

– (S)he must always have an answer to all questions, or try to find it.

– Very important: (s)he must inspirate and motivate the entire orchestra.

 

 

Several leadership styles (according to Daniel Goleman) could be used to achieve this:

1) Visionary/authoritative: focuses on the vision or where the organization needs to go (end result) while leaving the actual details up to the team.

2) Coaching: leader acts as a mentor, personal development of employee is important.

3) Affiliative: focus on group dynamics, good relationship, trust.

4) Democratic: allowing the group to collaboratively decide on direction and goal. Imput from everybody, high degree of involvement. –> commitment to plan, goal and vision.

5) Pacesetting: focus on performance, extremely high goals. Little room for imput.

6) Commanding/coercive: military, sending people out, detailed instructions.

7) Added by Joris van Rijn: confrontational