Mental health best practice in the UK music industry: investigating better relationships between managers and artists

Combs, Brenda

Mental health best practice in the UK music industry: investigating better relationships between managers and artists

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Combs, Brenda (2025) Mental health best practice in the UK music industry: investigating better relationships between managers and artists. Doctoral thesis, University of West London.

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Official URL: https://repository.uwl.ac.uk/id/eprint/14386/

Abstract

This qualitative study investigates the complex landscape of mental health within the United Kingdom’s (UK) music management industry, scrutinising the awareness of selected music managers concerning mental health challenges, available resources, and their comprehension of fostering improved mental health for artists. Grounded in Human Resource Management (HRM) principles and guided by Critical Realism (CR), research dissects human relations practices employed by music managers, focusing on their grasp of mental health best practices. The Inquiry is particularly pivotal given the paradoxical nature of the music industry, a realm where discussions about mental health are not widespread, yet the prevalence of negative mental health outcomes and diminished well-being is high.
Research employed qualitative methodology to investigate how music managers implement HRM tools for the artists they manage. One-to-one semi-structured interviews were chosen as the main source for data collection. In the area of management research, a reflexive form of thematic analysis was adopted. Findings from the study reveal a spectrum of approaches among music managers, highlighting the intricacies of managing artists mental health within the industry. Additionally, results reveal divergent perspectives on the involvement of trained mental health professionals, emphasising the challenges inherent in balancing artists well-being with the boundaries of managerial roles. The research uncovers a prevailing theme of personal mental health challenges faced by managers, highlighting the delicate equilibrium required in simultaneously supporting artists and safeguarding their own well-being. The data analysis culminates with an overview of managers optimism regarding ongoing transformations in the music management industry.
The application of HRM stands out as a potential catalyst for positive change. Through equipping managers with knowledge of available mental health resources, HRM holds the promise of reshaping power dynamics in the artist manager relationship and enhancing the overall dynamic of the industry. This multifaceted opportunity extends the potential for improved mental health support and a more harmonious and collaborative environment within the music management sector.