Developing leadership for Canadian museums : linking self-leadership to community relevance

Abstract

In partnership with the Canadian Museums Association (CMA), the question I investigated in this thesis was, “How might the CMA facilitate leadership development among its members?” In its most recent strategic plan, the CMA identified three major challenges facing Canadian museums, two of which were changes to the workforce and the need for more professional development opportunities at every career stage. Canadian museums also face increasing challenges in building connections with, and relevance to, community. Using action research methodology, and specifically an action research engagement model overlaid with an appreciative stance, I interviewed six museum workers from across the country and conducted a focus group with CMA staff. I undertook this work with the approval of the Royal Roads University Ethics Board, and in line with the Royal Roads University Ethics Policy. The key findings of this study explored the link between developing self-leadership among museum workers at all levels and the ability of museums to engage meaningfully and successfully with community. The major recommendations offered actions the CMA could undertake to facilitate leadership development among the membership which could, in turn, lead to the collective strengthening of Canadian museums as vibrant and compelling organizations that draw from our collective past, inquire into our present, and shape our emergent future.