Symphony orchestra musicians report less job satisfaction than federal prison guards and only slightly more than factory workers (Levine & Levine, 1996). The purpose of this study was to determine the relationship between conductor leadership style, musician employment status, and musician participation in the organization’s operations as independent variables with musician job satisfaction as the dependent variable. The basis of the analysis was results from 390 respondents sampled from 27 randomly selected orchestras throughout the United States. The study used the Multifactor Leadership Questionnaire (Bass & Avolio, 2008) to determine leadership style, the Job Satisfaction Survey (Spector, 1994) to measure job satisfaction, and a general information questionnaire to capture demographics and other variables associated with the musician’s engagement with the orchestra. Results of the study indicated that although there was a relationship between the MLQ categories of both transformational and passive/avoidance leadership styles and orchestra musician job satisfaction, the results did not indicate a relationship between transactional leadership and job satisfaction. The study results indicated no significant relationship between job satisfaction ratings and the musician’s employment status. The musician’s compensation status did not yield a statistically significant correlation to overall job satisfaction. Study results indicated a strong positive correlation between the participation of the individual musician in an organizational role beyond that of performance and job satisfaction.
|School:||University of Phoenix|
|School Location:||United States -- Arizona|
|Source:||DAI-A 73/03, Dissertation Abstracts International|
|Subjects:||Music, Arts Management, Organizational behavior|
|Keywords:||Conductors, Employment status, Job satisfaction, Leadership styles, Orchestras|
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