The hidden athlete : exploring work and performance ability of professional dancers through a mixed-method-approach

Abstract

Background: Despite the high physical, psychological, and artistic demands, professional dancers still lack holistic and interdisciplinary workplace support comparable to elite sport. This study examines challenges and opportunities within the work ability framework for implementing measures in theaters to maintain work ability and enhance performance ability. Methods: An exploratory sequential mixed methods design (QUAL ➜ quan) was used. 25 guided interviews with n=14 leaders (47.1 ± 9.9 years) and n=11 professional dancers (30.2 ± 3.9 years) were conducted and analyzed using qualitative content analysis following Mayring. An online questionnaire survey of n=75 professional dancers (28.76 ± 7.74 years) with 62.7% female, 36% male, and 1.3% non-binary, was administered. The questionnaire consisted of sociodemographic data, the Work Ability Index (WAI) and items based on the results of the qualitative data, with respondents required to rank them. Factors influencing the work ability were tested using several generalized linear models and model comparisons as well as Kruskal–Wallis rank sum and t-test. Results: The primary challenges can be categorized as structural and personal (leaders/dancers). Emerging challenges address e.g., the definition of work and performance ability, work organization, preservation of tradition and interpersonal communication. WAI ranges from moderate (36%) to good (33.3%). Working as a Demi-soloist (Kruskal–Wallis chi-squared = 5.2141, df = 1, p-value = 0.0224), in a larger ensemble (Kruskal–Wallis chi-squared = 5.3075, df = 1, p-value = 0.02123) and/or within hierarchical structures (t = -1.7777, df = 52.038, p-value = 0.0813) has a negative impact on WAI. In the context of areas for improvement and development, the most prioritized item was ‘Support and care of the dancers comparable to elite sports‘ (49.3%). Conclusions: In order to integrate the importance of performance ability into existing company structures and adapt them accordingly, measures must be taken at both a structural and individual level. Contextual factors such as ensemble size and hierarchical structures need to be considered, with particular attention to vulnerable groups like demi-soloists when developing empowerment strategies. The model of integrated performance ability in professional dance reveals that performance ability is co-produced through continuous alignment between individual performers and institutional structures, necessitating interventions that address both personal capacity-building and organizational adaptation.