ABSTRACT

Museums’ vibrancy and viability are heavily dependent on supporting the development and well-being of talented and dedicated people. Although issues of organisational culture and good management have gained increasing importance for the sector, there is little empirical research on how leadership and day-to-day work conditions in museums shape workers’ job satisfaction and organisational commitment. Framed through organisation theory, this paper draws on survey data from UK museum staff and volunteers to examine the role of transformational leadership in driving workforce job satisfaction and organisational commitment outcomes, as mediated by key job resources and demands. Our findings show that where a transformational approach to leadership effectively communicates a shared organisational mission there is a positive impact on worker attitudes. Practical measures are suggested on how museum leaders can achieve such outcomes by inviting worker participation in decision-making, promoting a sense of task significance, highlighting impact on museum beneficiaries and reducing role ambiguity.

摘要

博物馆的活力和活力在很大程度上取决于支持有才华和奉献精神的人的发展和福祉。尽管组织文化和良好管理的问题对该行业越来越重要，但关于博物馆的领导力和日常工作条件如何影响工作人员的工作满意度和组织承诺的实证研究很少。本文以组织理论为框架，利用来自英国博物馆工作人员和志愿者的调查数据来检验变革型领导在推动劳动力工作满意度和组织承诺结果方面的作用，主要是通过关键工作资源和需求进行调节。我们的研究结果表明，在变革型领导方法有效传达共同的组织使命的地方，会对员工态度产生积极影响。