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The chapter is concerned with the policy led by Paris and London towards the visual artists during the XXth century up to the present day. It examines in detail the evolution of the political system developed in France – as Paris was the center of artistic culture – from philanthropic initiatives, the “cités d’artistes,” to the introduction of painters and sculptors in social lodgings in the 1920s by the City of Paris. This impulse was supported by the Ministry of Culture. The expression of welfare state promoting artists in Paris is opposed to the emergence of “arts infrastructure” in the former industrial buildings of London through various artists’ associations, such as Space and Acme. From an historical research and a sociological analysis concentrated on Paris and its suburbs, our fieldwork, we studied an emblematic example, Montmarte-aux-artists, located in the 18th arrondissement the evolution of the welfare politics concerning artists’ studios in the urban renovation of Paris up to the present day. In contrast, the social support concerning the artists living in London is opposite and the effects on the urban area are different. Our research is inspired from the School of Chicago methodology. The main results of our research underline how the introduction of artists’ studios in social lodgings reveals an utopian dimension linked to the artist. So, the artist is considered as a singular inhabitant who can encourage the empowerment in the social housings or who can contribute to the phenomenon of gentrification in an area. However, the utopian role given to the artists is limited to the social and political system.

Pina Bausch is considered one of the most influential choreographers in contemporary dance. She created a new dance language based on a groundbreaking form of joint artistic inquiry. As a leader, Pina Bausch transformed her company into a chosen family of diverse personalities whom she supported in the development of their individual artistic expressiveness. She encouraged her dancers to contribute to her signature style with inventiveness and authenticity. Her ability to integrate the dancers’ contributions into her pieces and bring them to the fore onstage makes Pina Bausch a prime example of creative leadership. While leveraging her company’s collective genius and international fame through boundless curiosity and artistic integrity, Pina Bausch balanced paradoxes of leading innovation. The essence of her leadership style points to the importance of curiosity, humanity, and embodiment in leader-follower relationships.

Shortly before the Second World War, a woman who had never accepted her orphan status, Gabrielle Bonheur Chanel, nicknamed ‘Little Coco’ by her father and known as ‘Coco’ to her relatives, became the first women in history to build a world-class industrial empire. By 1935, Coco, a fashion designer and industry captain, was employing more than 4,000 workers and had sold more than 28,000 dresses, tailored jackets and women's suits. Born into a poor family and raised in an orphanage, she enjoyed an intense social life in Paris in the 1920s, rubbing shoulders with artists, creators and the rising stars of her time.

Thanks to her entrepreneurial skills, she was able to innovate in her methods and in her trendsetting approach to fashion design and promotion. Coco Chanel was committed and creative, had the soul of an entrepreneur and went on to become a world leader in a brand new sector combining fashion, accessories and perfumes that she would help shape. By the end of her life, she had redefined French elegance and revolutionized the way people dressed.