Museums as supportive workplaces: an empirical enquiry in the UK museum workforce.

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.