| Abstract [eng] |
This paper investigates the relationship between leadership competencies and performance results in state museums of Lithuania. Effective leadership competencies are of utmost importance for successful museum management; however, state museums are subject to vertical forms of management with little freedom to operate their chosen way. Therefore, the following research question are posed: 1) what leadership competencies do directors of successful state museums possess? And 2) how are different leadership competencies related to museum performance results? State museums are budget institutions that have to balance traditional cultural heritage preservation with modern management approaches under ministerial regulations. This creates a unique environment that influences how leadership competencies manifest and impact performance. The objective of this paper is to analyze the influence of leadership competencies on Lithuanian state museum performance results. The goal is to create an empirically validated model showing how leadership competencies impact museum performance results. In order to explore the relationship between leadership competencies and museum performance, a statistical analysis of performance indicators was conducted in addition to interviews with museum directors. The collective case analysis strategy was used in the research to carry out a comprehensive examination of specific museums, with the aim of discerning patterns in the manifestation of leadership. Employing case analysis is especially beneficial when exploring organizational phenomena, as it facilitates a structured comparison of management processes and their consequences. Based on the results of empirical analysis, the theoretical model of leadership competencies’ impact on museum performance was adapted to fit the state museum of Lithuania. |
