According to the researchers, one of the major external leadership showcased by the organization in the cultural sector in the earliest stages was by allowing a group of 3 artists to paint individual rooms. This action was magnified through the inclusion of a media coverage that presented the ACCA as both emerging and leading contemporary art centre of Australia. Hence, this was performed in order obtain the substantial market share of the art collectors and buyers along with the exhibition explorers (Bilton, 2007). Hence, a prominent position was secured by ACCA since the initial commission. This was followed by frequent commissions that have allowed the ACCA to present more than 200 art works and projects to the broader community and society of Australia.
Apart from this, the new building was developed that consisted of four spacious spaces for gallery. Apart from the galleries, there is a Malthouse Theatre along with a courtyard that is utilized as the outdoor exhibition and performance artistic space (Brown, 2016). The building of ACCA entails two studios for rehearsal and administration facilities and a set of construction facility. The design established the ACCA as the market leader of the contemporary art sector across Australia upon its relocation.
Furthermore, the external leadership of ACCA has surfaced through the different and regular set of programs and educational seminars conducted by the centre for the purpose of improving the knowledge of contemporary art and associated processes across the college and university students (Caust, 2015). The programs present a platform to the current and future generations of the supports, thinkers and artists of the visual art. Hence, the analysis indicates that ACCA perceives that there are more benefits that can be drawn from the external leadership than from the internal areas (Cray et al., 2007). This case study of ACCA has established that the arts organization follows the dual leadership organizational structure.