Abstract

This research paper examines the complex interdisciplinary relationship between legal frameworks, management practices, and humanities perspectives in the governance of cultural institutions in India and globally. As custodians of cultural heritage, museums, libraries, and archives face unprecedented challenges in the digital era that require innovative leadership approaches. The paper analyzes how ethical leadership emerges through the integration of legal compliance mechanisms, effective management strategies, and humanities-based ethical frameworks. Through examination of relevant legislation including the Antiquities and Art Treasures Act and the Public Records Act, management theories on strategic planning and sustainability, and humanities perspectives on representation and narrative ethics, this research demonstrates that successful cultural institutions must develop governance models that balance preservation imperatives with public access demands. Case studies of prominent Indian institutions including the National Museum, the Indian Museum, and public-private partnerships like the Aga Khan Trust projects illustrate both successes and ongoing challenges in implementing interdisciplinary leadership approaches. The findings suggest that institutional leaders require competencies across all three domains to effectively navigate the complex ethical dilemmas inherent in cultural stewardship. The paper concludes with recommendations for developing India-specific professional standards, updating legal frameworks to address digital challenges, and implementing collaborative governance models that can strengthen cultural institutions' capacity to fulfill their missions while responding ethically to evolving societal expectations. This research contributes to the emerging scholarship on cultural leadership in the Indian context while providing practical insights for institutional governance in a rapidly changing cultural landscape.

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