Events rely extensively upon short-term labour and volunteers, although the training volunteers receive can influence service quality outcomes. Decisions governing the scope of training offered to volunteers are managerial decisions for those occupying leadership roles within event organisations, and event managers' leadership styles may influence decision-making around volunteer training. Utilising mixed methods, 19 Australian event managers were categorised according to an established leadership framework then interviewed to explore their attitudes towards training for event volunteers. Variance was evident in the event managers' attitudes towards volunteer training between transactional and transformational leaders. However, broad alignment was observed between the event managers' attitudes towards volunteer training and their innate leadership styles. Despite widespread endorsement of resourcing training for event volunteers, the event managers described being thwarted by resource limitations which ultimately shaped decision making around resourcing volunteer training. Implications for theory and practice are discussed alongside opportunities for future tourism and events research.

活动广泛依赖于短期劳动力和志愿者，尽管志愿者接受的培训会影响服务质量结果。管理提供给志愿者的培训范围的决定是对在活动组织中担任领导角色的人的管理决定，活动经理的领导风格可能会影响围绕志愿者培训的决策。利用混合方法，根据既定的领导框架对 19 名澳大利亚活动经理进行了分类，然后采访了他们对活动志愿者培训的态度。活动经理对交易型领导者和变革型领导者之间的志愿者培训的态度存在明显差异。然而，在活动管理人员之间观察到了广泛的一致性。对志愿者培训的态度及其与生俱来的领导风格。尽管为活动志愿者提供资源培训得到了广泛认可，但活动管理人员描述了资源限制的阻碍，资源限制最终影响了围绕资源提供志愿者培训的决策。理论和实践的影响与未来旅游和事件研究的机会一起讨论。