Relevant bibliographies by topics / Library administrators Leadership Academic libraries

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Library administrators Leadership Academic libraries'

Author: Grafiati
Published: 4 June 2021
Last updated: 3 February 2022

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Journal articles on the topic "Library administrators Leadership Academic libraries"

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Mierke, Jill. "Leadership development to transform a library." Library Management 35, no. 1/2 (2014): 69–77. http://dx.doi.org/10.1108/lm-04-2013-0029.

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Purpose – This case study aims to explain why one Canadian academic library chose to design and deliver in-house leadership development training for its employees, rather than taking a consortial approach, and seeks to highlight the impact of this decision on the library's organizational culture. Design/methodology/approach – This paper is presented in three parts: the benefits and challenges of in-house, external and consortial training; the impact of an in-house leadership development program at the University Library at the University of Saskatchewan; and considerations when deciding whether to collaborate on the provision of employee training. The author draws upon her own personal experiences as the Director of Human Resources for the library, and presents evidence acquired through surveys, observations, and conversations. Findings – The paper explains how a deliberate decision to provide in-house leadership training had a transformative effect on individual employees and the organization. Practical implications – When considering collaborating to provide leadership development training, library administrators should ensure the pros and cons of doing so are thoroughly explored; the pressure to collaborate can sometimes lead to participation in activities simply to be seen as a “good library citizen,” and often such activities are not necessarily contributing to the strategic goals of the library. In economically challenging times, library leaders and decision makers will need to be very aware of these implications. Originality/value – This paper discusses why a library chose an in-house approach to leadership development training rather than a consortial approach. This article has value to library administrators as they consider implementing leadership development training in their libraries.
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Winston, Mark D., and Lisa Dunkley. "Leadership Competencies for Academic Librarians: The Importance of Development and Fund-raising." College & Research Libraries 63, no. 2 (2002): 171–82. http://dx.doi.org/10.5860/crl.63.2.171.

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Private-sector research has addressed the issue of leadership competencies as a part of defining the nature of effective leadership, the leadership qualities and areas of knowledge needed by those who contribute to organizational success, and the educational preparation needed by leaders. The societal, organizational, and competitive changes affecting academic libraries point to the need for effective leadership and the identification of leadership competencies for academic librarians. This article presents a rationale for the identification of an important component of such a statement of leadership competencies in the context of the knowledge and skills associated with development and fund-raising. This issue is key for professionals who play an important role in ensuring the value and viability of their employing organizations, as well as in articulating the relevance of academic library and information services to an array of potential funding sources. The research presented here describes the areas of expertise, experience, and skills associated with academic development positions in colleges and universities as a basis for identifying leadership competencies that are relevant to academic librarians and administrators.
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Deyrup, Marta Mestrovic. "Is the Revolution Over? Gender, Economic, and Professional Parity in Academic Library Leadership Positions." College & Research Libraries 65, no. 3 (2004): 242–50. http://dx.doi.org/10.5860/crl.65.3.242.

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This article examines recent statistics provided by the government and the library profession concerning gender, professional, and economic parity among academic library directors. The results revealed that women now hold the majority of library directorships and that women’s economic compensation in some cases exceeds that of their male counterparts. The author conducted a two-part survey that looked at the gender of chief administrators at Carnegie doctoral/research extensive university libraries, these institutions’ geographical location and funding mechanism, and the libraries’ mission/vision statements and organizational hierarchies. Little difference was found between men and women in almost all areas examined. The findings of Hernon, Powell, and Young, which were published in the January 2002 issue of College & Research Libraries, also were examined. The author asks whether the revolution is indeed over and what it might signify for the profession.
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Mayowa-Adebara, Okeoghene, and Rosaline Oluremi Opeke. "Leadership style as a predictor of employee commitment in university libraries in South-West, Nigeria." Library Management 40, no. 6/7 (2019): 441–52. http://dx.doi.org/10.1108/lm-09-2018-0073.

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Purpose The purpose of this paper is to investigate the influence of leadership style (LS) on employee commitment (EC) in university libraries in South-West, Nigeria. Design/methodology/approach The study adopted a survey research design. The population of the study consisted of 684 librarians from 43 universities in the six states of South-West, Nigeria. A validated questionnaire was used for data collection. Data were analyzed using descriptive and inferential statistics. Findings Findings showed that the level of EC in university libraries in South-West, Nigeria was fairly high (M=2.64 on a four-point scale). LS had a significant influence on EC in university libraries in South-West, Nigeria (β=0.245, R2=0.276, p<0.05). However, transformational LS (β=0.383, p<0.05) relatively contributed more to EC than transactional LS (β=0.183, p<0.05). Research limitations/implications A limitation of the study was that the study was done in all the university libraries in South-Western region of Nigeria which may affect the inference of the study results to other university libraries outside this region. Practical implications The findings of the study will be of benefit to academic institutions, library management and librarians on planning and decision making regarding personnel management. Originality/value The study therefore recommends that administrators, library managers should adopt transformational LS.
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Nitecki, Danuta A., and Mary Ellen K. Davis. "Expanding Academic Librarians’ Roles in the Research Life Cycle." Libri 69, no. 2 (2019): 117–25. http://dx.doi.org/10.1515/libri-2018-0066.

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Abstract Research depends on prior results. The cycle of transforming research output to disseminated knowledge is changing to engage more researchers to openly discover and thereby shape future contributions to scholarship. No established framework helps librarians understand the opportunities that transition offers librarians. However, through four propositions, this paper addresses some of the changes facing academic librarians as they expand their roles: 1) Research cycles embrace interactive sharing and reuse of data; 2) Managing open research data expands librarians’ roles; 3) Intellectual entrepreneurship roles provide a model to empower others; 4) Librarians demonstrate their entrepreneurial leadership by creating partnerships outside the library. Now academic librarians have opportunities to strengthen their role in how higher education shapes research by shifting greater focus toward research data management [RDM]. Two seasoned administrators and librarians illustrate pathways to prepare academic librarians for these new roles. They offer two practitioners’ impressions of the demands and opportunities for librarians to extend their expertise to support RDM, and illustrate how academic librarians have begun doing so through professional association work (through the Association of College and Research Libraries (ACRL)) and at one academic library (at Drexel University). They urge academic librarians to step out of their comfort zones of organizing, preserving and servicing discovery of information resources and embrace emerging roles for which their values and expertise have prepared them. If librarians ignore these opportunities, they risk being bypassed in efforts to ensure that managing research data and scholarship are central to research protocols.
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Schlak, Timothy M. "Social capital and leadership in academic libraries: the broader exchange around “Buy In”." Library Management 36, no. 6/7 (2015): 394–407. http://dx.doi.org/10.1108/lm-11-2014-0133.

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Purpose – The purpose of this paper is to introduce the concept of social capital to the literature on academic libraries as it pertains to leadership and management as well as to demonstrate the limitations that the current discursive use of the phrase “buy in” represents. Design/methodology/approach – This paper brings critical insights from outside fields of intellectual inquiry, including business, knowledge management, computer and information systems, and sociology. The paper is organized around a series of questions posed at the end of the introduction and serves to introduce its audience to the key findings made in these fields as well as to apply relevant observations about social capital to the unique context of leadership and management in academic libraries. Findings – The paper elucidates a number of limitations to the current practice of using the phrase “buy in” as a way of exploring the concept of social capital. The most significant risk that the phrase’s use incurs is a lack of context and clarity around critical concepts of leadership, including trust, trustworthiness, and shared vision and meaning. Originality/value – This paper argues that a broader contextualization of “buy in” in the scholarship on social capital can lead to a richer dialog that allows academic library administrators to understand the concurrent and competing factors that accompany an exchange where “buy in” is given or withheld.
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Hall-Ellis, Sylvia D., and Deborah S. Grealy. "The Dreyfus Model of Skill Acquisition: A Career Development Framework for Succession Planning and Management in Academic Libraries." College & Research Libraries 74, no. 6 (2013): 587–603. http://dx.doi.org/10.5860/crl12-349.

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Succession planning and management are critical parts of strategic planning for libraries in the twenty-first century. Making certain that the right people are in place with the prerequisite training and experience to assume leadership positions is a vital part of strategic planning and talent management in libraries that rely on teams of people working in flatter structures and greater accountability. The Dreyfus Model of Skill Acquisition framework suggests that mentoring, coaching, and professional development empower staff for movement up organizational career ladders as part of succession planning and management. To maximize human capital, administrators need to determine skill development levels among staff so that they can identify skill “gaps” internally, create new career ladders, identify emerging stars, and enhance evidence of values for staff contributions.
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Kovalcik, Justin D. "Embedded: a systems librarian’s experience in Afghanistan." Library Management 40, no. 6/7 (2019): 453–60. http://dx.doi.org/10.1108/lm-10-2018-0076.

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Purpose The purpose of this paper is to present the experience of a systems librarian deployed to Afghanistan as an academic advisor from the US Military Academy, West Point. While discussing tasks and challenges faced, the author provides accounts of events that shaped and strengthened professional lessons learned as the first library academic advisor to the National Military Academy of Afghanistan (NMAA). The focus of the paper emphasizes the importance of listening, collaborating, leadership, immersion and integration of disparate teams into a cohesive unit. Design/methodology/approach Utilizing summaries of daily events taken during a six-month deployment along with relevant research on library’s in developing countries and embedded librarianship, this paper provides an overview of the projects, challenges and relationships necessary to become successfully embedded. Findings Integration into various aspects of NMAA and the advisor team leads to successful project outcomes and greater relevance of the library in the academy. Practical implications Administrators and librarians will be able to review the experience and professional lessons learned of an embedded librarian into a foreign environment and team. Originality/value In addition to providing unique perspectives involving embedded librarianship, this paper addresses topics of leadership, team cohesion and influence.
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Perryman, Carol L. "AAU Library Directors Prefer Collaborative Decision Making with Senior Administrative Team Members." Evidence Based Library and Information Practice 12, no. 2 (2017): 181. http://dx.doi.org/10.18438/b8ss97.

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A Review of:
 Meier, J. J. (2016). The future of academic libraries: Conversations with today’s leaders about tomorrow. Portal: Libraries and the Academy, 16(2), 263-288. Retrieved from http://muse.jhu.edu/article/613842
 
 Abstract
 
 Objective – To understand academic library leaders’ decision making methods, priorities, and support of succession planning, as well as to understand the nature, extent, and drivers of organizational change.
 
 Design – Survey and interview. 
 
 Setting – Academic libraries with membership in the Association of American Universities (AAU) in the United States of America and Canada.
 
 Subjects – 62 top administrators of AAU academic libraries.
 
 Methods – Content analysis performed to identify most frequent responses. An initial survey written to align with the Association of Research Libraries (ARL) 2014-2015 salary survey was distributed prior to or during structured in-person interviews to gather information about gender, race/ethnicity, age, time since terminal degree, time in position, temporary or permanent status, and current job title. 7-question interview guides asked about decision processes, strategic goals, perceived impacts of strategic plan and vision, planned changes within the next 3-5 years, use of mentors for organizational change, and succession planning activities. Transcripts were analyzed to identify themes, beginning with a preliminary set of codes that were expanded during analysis to provide clarification.
 
 Main results – 44 top academic library administrators of the 62 contacted (71% response rate) responded to the survey and interview. Compared to the 2010 ARL Survey, respondents were slightly more likely to be female (55%; ARL: 58%) and non-white (5%; ARL: 11%). Approximately 66% of both were aged 60 and older, while slightly fewer were 50-59 (27% compared to 31% for ARL), and almost none were aged 40-49 compared to 7% for the ARL survey. Years of experience averaged 33, slightly less than the reported ARL average of 35. Requested on the survey, but not reported, were time since terminal degree and in position, temporary or permanent status, and current job title.
 
 Hypothesis 1, that most library leaders base decisions on budget concerns rather than upon library and external administration strategic planning, was refuted. Hypothesis 2, that changes to the academic structure are incremental rather than global (e.g., alterations to job titles and responsibilities), was supported by responses. Major organizational changes in the next three to five years were predicted, led by role changes, addition of new positions, and unit consolidation. Most participants agreed that while there are sufficient personnel to replace top level library administrators, there will be a crisis for mid-level positions as retirements occur. A priority focus emerging from interview responses was preparing for next-generation administrators. There was disagreement among respondents about whether a crisis exists in the availability of new leaders to replace those who are retiring.
 
 Conclusion – Decisions are primarily made in collaboration with senior leadership teams, and based on strategic planning and goals as well as university strategic plans in order to effect incremental change as opposed to wholesale structural change.
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Agee, Ann. "Book Review: Financial Management for Libraries." Reference & User Services Quarterly 58, no. 2 (2019): 121. http://dx.doi.org/10.5860/rusq.58.2.6935.

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Function benchmarking, NPV, GASB—the vocabulary of budgets and finance can often seem like another language. Financial Management for Libraries clarifies these concepts by putting them in the context of real-life public and academic library management. For many years, the author, William Sannwald, presented budgeting workshops for the Library Leadership and Management Association (LLAMA), and he based this book on his teaching experience. Written for library science students and the accidental administrator faced with creating a budget, the book can serve as a primer to the entire process of financial management or as a reference resource to consult for guidance. As an aid to library school instructors, each chapter opens with learning objectives and closes with suggested exercises. Chapters also include helpful lists of references for more in-depth information on the topics covered.
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Dissertations / Theses on the topic "Library administrators Leadership Academic libraries"

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Hoffman, Starr. "The Preparation of Academic Library Administrators." Thesis, University of North Texas, 2012. https://digital.library.unt.edu/ark:/67531/metadc177213/.

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The purpose of this quantitative study was to determine the preparation methods experienced by academic library deans and which methods they perceived to be most valuable. Rosser, Johnsrud, and Heck (2000, 2003) defined the theoretical constructs of effective academic leadership upon which this study is based. The instrument—a modified version of Greicar's (2009) Professional Preparation of Academic Deans Questionnaire—was administered online. The population was the chief administrators of academic libraries in the United States; there were 749 usable responses for a 30.4% response rate. Respondents were primarily female (61.7%), White non-Hispanic (90.0%), and born in the United States (95.7%), with a mean age of 56.4 (5.9% < 40, 11.0% > 65). The largest minority group was Black, non-Hispanic (3.9%). Many respondents held multiple advanced degrees; 90.0% held an MLS, 45.8% held a subject master's, and 18.8% held a doctorate. The instrument measured academic library deans' perceived value of various preparatory methods (formal and informal mentoring, on the job training, conferences or seminars, advanced degrees beyond the MLS, and training programs). The methods were tested for perceived effectiveness with Rosser, Johnsrud, and Heck's (2000, 2003) theoretical constructs of academic leadership. Each preparation method was measured using eight item-level variables and summed to create a scale. Parametric analyses were used to examine scale-level variables and nonparametric analyses to evaluate item-level variables. On the job training was both the most commonly-experienced method (86.6%) and the most highly-valued (M = 24.97). Mentoring was a particularly important preparation method for female and minority deans. Female deans perceived informal mentoring to be significantly more valuable than did males, t(447) = -2.12, p < .05. Minorities rated formal and informal mentoring significantly higher than did non-minorities, t(114) = 2.73, p < .05; t(441) = 3.05, p < .05. Practical implications and future research are discussed.
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Boff, Colleen T. "A Quantitative Study of Academic Library Administrators Using Bolman and Deal's Leadership Orientation Framework." Bowling Green State University / OhioLINK, 2015. http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1446731663.

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Brooks, Monica Garcia. "Organizational leadership in academic libraries identifying culture types and leadership roles /." Huntington, WV : [Marshall University Libraries], 2007. http://www.marshall.edu/etd/descript.asp?ref=729.

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Venetis, Mary Jo O'Connor Brian C. "Identification of remote leadership patterns in academic and public libraries." [Denton, Tex.] : University of North Texas, 2008. http://digital.library.unt.edu/permalink/meta-dc-9017.

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Kreitz, Patricia A. "Redefining the Twenty-First Century College Library| Change Leadership in Academic Libraries." Thesis, Simmons College, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3715613.

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<p> Academic libraries and their parent institutions are experiencing increasing social, technological, economic, and political pressure in the twenty-first century. While the academic library literature contains numerous discussions and case studies illuminating how larger academic libraries are engaging in organizational change and experimentation to respond to those pressures, libraries in smaller academic institutions are underrepresented in those professional discussions.</p><p> This study examines liberal arts college libraries engaged in transformational change. It explores ways academic libraries are aligning their purpose and services with the missions, strategic priorities, and challenges of their parent institutions. Through four case studies, it examines how library directors create change visions, enroll staff and stakeholders in those visions, and the skills, tools, and strategies they use to lead and manage organizational change.</p><p> Data were collected using narrative inquiry, a qualitative methodology. Participants included library directors, provosts, and senior management team members. After analyzing the data, two organizational change theories were applied. The first theory focuses on what was changed&mdash;the antecedents and consequences. The second organizational change theory focuses on how the change was done&mdash;strategies, tools, and actions.</p><p> Data analysis reveals several findings. Directors who employed the greatest range of political intelligence, emotional intelligence, and transformational leadership skills were the most successful in creating lasting, radical organizational change. They were also most likely to align that change with the mission and needs of the colleges they served. Directors who used frame bending rather than frame breaking approaches to envisioning and communicating change were more successful in enrolling both library staff and academic stakeholders in their change strategies and change goals.</p><p> The results of this study contribute to an understanding of how smaller college libraries are leading and managing change. The findings identify potential obstacles to successful change and provide examples of strategies used by other change leaders to mitigate or surmount those obstacles. Those findings may be of value to other academic library change leaders. Finally, this study also identifies change leadership skills and strategies that were effective within the unique environment of academic institutions which have a decentralized environment, distributed power and authority, and a shared allegiance to the organization's history and culture.</p>
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Venetis, Mary Jo. "Identification of Remote Leadership Patterns in Academic and Public Libraries." Thesis, University of North Texas, 2008. https://digital.library.unt.edu/ark:/67531/metadc9017/.

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Seminal works on leadership, including those in librarianship define a traditional model of interaction between leaders and followers without reference to the information technology-driven environment. In addition, remote leadership indicates a different model from the traditional model, one that is focused on the interaction of leaders and their staff through digital technology. Although leaders still use face-to-face interaction, due to varied work schedules or job responsibilities, they also recognize the need to lead employees remotely. Leadership studies in library literature have not addressed how library leaders use information technology to lead employees remotely, nor have these studies addressed remote leadership and remote employees, except for some articles on telecommuting. As a result, this research was conducted to address this gap, providing an exploratory foundation of emergent patterns of remote leadership with its associated leadership dimensions rooted in personality traits, behaviors, and skills. Quantitative and qualitative data were obtained from a small sample size of academic and public-library leaders in the United States who participated in a Web-based survey designed specifically for this study, limiting generalizations. Factor analysis was the principal methodology used to obtain findings. Its composite factor scores were also used in the t-test and chi-square analyses. This study identifies some emergent patterns of remote leadership in the library and information-science field, exploring whether library leaders use information technology to be effective remote leaders in a technology-driven environment, and whether existing leadership attributes could be identified as part of the remote-leadership model. Because this study's findings indicated that library leaders are not quite the traditional leader but are not fully integrated into remote leadership, it becomes apparent that they would function with a blend of both face-to-face and electronic interactions, due to the nature of library work. Additionally, this research revealed underlying issues and challenges faced by library leaders as they transition from a traditional-leadership model to a blended model of face-to-face and remote leadership. Future research could include increasing the sample size and response rate to conduct factor analysis properly, and conducting longitudinal studies.
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Mulhern, Jean K. "An Exploratory Case Study of Organizational Agility in a Consortium of Small Private College Libraries." University of Dayton / OhioLINK, 2008. http://rave.ohiolink.edu/etdc/view?acc_num=dayton152571108849726.

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Van, der Walt Wynand Dawid. "Leading for innovation : an assessment of employee perceptions about leadership behaviours among senior and middle management staff at Rhodes University Library." Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/59361.

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Organisations require a leadership cohort that can drive transformation from within, if they wish to adapt innovatively towards ensuring sustainable relevance in a volatile and highly competitive global market. The same applies to academic library services that serve the needs of their respective institutions. Yet, as indicated by various studies, little attention is paid to the nature of leadership required to take academic libraries forward in an age where, especially in the South African academic environment, the maxim of “business unusual” holds true. Transformational leadership is described as visionary and adaptive leadership aimed at increasing morale and motivation of staff, with an emphasis on follower development and empowerment towards self-leadership, driving entrepreneurial activities (Goethals, Soreson and Burns 2004b: 1558). The study explores aspects of the nature of transformational leadership, as well as the extent to which transformational leadership behaviours and attributes are perceived as being evident among the middle and senior library staff members at the Rhodes University Library. The Full Range Leadership Model (FRLM) provided the framework for this study, and the Team Multifactor Leadership Questionnaire (TMLQ) was adapted and administered (via the Mind Garden Transform Hosting Solution) to all 42 staff members of the Rhodes Library. The data analysis was done based on the collated on the Mind Garden Transform Hosting Solution. Based on the analysis of the data, it was concluded that the RUL leadership team is perceived as being predominantly transformational in nature, but with evidence to suggest that transactional and non-leadership behaviours occur more frequently than are conducive towards innovation. This conclusion is supported by the assessment of the perceptions of leadership outcomes that indicate perceived levels of some ineffectiveness, some dissatisfaction and insufficient extra effort on the side of the leadership team.<br>Mini Dissertation (MIT)--University of Pretoria, 2017.<br>Information Science<br>MIT<br>Unrestricted
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Malenfant, Kara Josephine. "Understanding Faculty Perceptions of the Future: Action Research for Academic Librarians." Antioch University / OhioLINK, 2011. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1317308285.

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Tolley, Rebecca. "Review of Women in Academic Leadership: Personal Strategies, Personal Choices, ed. by Dean, Diane R., Bracken, Susan J. and Allen, Jeanie K. Women in Libraries." Digital Commons @ East Tennessee State University, 2011. https://dc.etsu.edu/etsu-works/5731.

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Books on the topic "Library administrators Leadership Academic libraries"

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R, Powell Ronald, and Young Arthur P, eds. The next library leadership: Attributes of academic and public library directors. Libraries Unlimited, 2003.

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Library media leadership in academic secondary schools. Library Professional Publications, 1985.

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Middle management in academic and public libraries. Libraries Unlimited, 2011.

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Mitchell, Eugene Stephen. Leadership style in academic libraries: A text of Fiedler's Contingency Model of Leadership Effectiveness. University Microfilms International, 1987.

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Academic law library director perspectives: Case studies and insights. William S. Hein & Co., Inc., 2015.

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Sex segregation in librarianship: Demographic and career patterns of academic library administrators. Greenwood Press, 1985.

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Euster, Joanne R. The academic library director: Management activities and effectiveness. Greenwood Press, 1987.

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Lohse, Gerhart. Die Bibliotheksdirektoren der ehemals preussischen Universitäten und technischen Hochschulen, 1900-1985: Mit einem Exkurs, Die Direktoren der Preussischen Staatsbibliothek, 1900-1945. Böhlau, 1988.

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Sheldon, Brooke E. Leaders in libraries: Styles and strategies for success. American Library Association, 1991.

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Sharon, Rogers, and Marchese Theodore J, eds. Recruiting the academic library director: A companion to The search committee handbook: a guide to recruiting administrators. Association of College & Research Libraries, 1991.

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Book chapters on the topic "Library administrators Leadership Academic libraries"

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Alvite, Luisa, and Leticia Barrionuevo. "Academic library services: quality and leadership." In Libraries for Users. Elsevier, 2011. http://dx.doi.org/10.1016/b978-1-84334-595-4.50001-7.

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Ortega, Alma C. "Regaining Control of the Library." In Academic Libraries and Toxic Leadership. Elsevier, 2017. http://dx.doi.org/10.1016/b978-0-08-100637-5.00004-2.

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Li, LiLi. "Impacts on academic library administrators and executives." In Emerging Technologies for Academic Libraries in the Digital Age. Elsevier, 2009. http://dx.doi.org/10.1016/b978-1-84334-320-2.50005-8.

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Düren, Petra. "Implementation of a library RFID management system." In Leadership in Academic and Public Libraries. Elsevier, 2013. http://dx.doi.org/10.1016/b978-1-84334-690-6.50004-3.

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Düren, Petra. "Changes in the management of a library." In Leadership in Academic and Public Libraries. Elsevier, 2013. http://dx.doi.org/10.1016/b978-1-84334-690-6.50007-9.

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Lewis, John Kennedy. "Change Leadership Styles and Behaviors in Academic Libraries." In Advances in Library and Information Science. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-7659-4.ch035.

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Academic libraries in the 21st century are in the midst of constant and tumultuous change caused by advances in technology, shifting demands of faculty and students, declining budgets, and transformations in publishing and in other methods of acquiring scholarly research. Librarians working in this environment must cope with continuous change while still providing research support to their primary clientele: faculty and students. This chapter addresses the research on change leadership styles and behaviors employed by leaders in academic libraries today. Included in the chapter are reinforcement and transactional leadership, consultative and participatory leadership, participatory and transformational leadership, shared leadership, and self-leadership. The chapter concludes with a review of areas in need of future research.
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Brook, Freeda, and Martinique Hallerduff. "Feminists at Work: Organizational Leadership in Academic Libraries." In Advances in Library Administration and Organization. Emerald Publishing Limited, 2020. http://dx.doi.org/10.1108/s0732-067120200000041004.

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Suseela, V. J. "Managerial Perspective of E-Resources in Academic Libraries." In Advances in Library and Information Science. IGI Global, 2013. http://dx.doi.org/10.4018/978-1-4666-4070-2.ch018.

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The rapid increase of e-resources together with several value-based applications has been gradually superseding the traditional means of communication in almost all parts of the world. The transformation enforced government-funded consortia to build ICT environments in academic institutions and created a pressing demand on the libraries for increasing their acquisitions. The bundled (packages) resources available to libraries through several means are raising issues about their usefulness, real benefit as per user’s preferences, and also the usage. Issues of the kind invariably require thought, exceptional policy decisions, and implementing standard procedures for the optimum utilization of expensive resources and their management. The chapter discusses the features of e-resources, challenges encountered by the library administrators, the existing and innovative practices in their evaluation and organization, while highlighting the supporting technologies and integrated management tools emerging as per the latest requirements of academic institutions.
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9

Williamson, Vicki. "Leadership to transform our library: a case study from the University Library, University of Saskatchewan, Canada." In Achieving Transformational Change in Academic Libraries. Elsevier, 2013. http://dx.doi.org/10.1016/b978-1-84334-724-8.50007-9.

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10

Ikolo, Violet E. "Transformational Leadership for Academic Libraries in Nigeria." In Encyclopedia of Information Science and Technology, Fourth Edition. IGI Global, 2018. http://dx.doi.org/10.4018/978-1-5225-2255-3.ch497.

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The institutional environment confronting leaders of academic libraries has never been more complex and challenging in Nigeria. With advancement in technology, the core role, purpose, and function of the academic library has changed drastically. Newly emerging information services and capabilities frequently outstrip available resources. There is an increasing need for library leaders to provide articulate, strategic leadership that will not only motivate subordinates to be totally committed to their jobs but also ensure that the relevance of the services offered by the library remains above board. The focus of this chapter is to explore the current changes evident in academic libraries, identify the practices of transformational leaders. the chapter also focuses on three areas where transformational leadership can apply in academic libraries in Nigeria as well as suggestions on how the future transformational leaders in librarianship can be nurtured.
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Conference papers on the topic "Library administrators Leadership Academic libraries"

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Novak, Denise D. "Great Expectations: Leading Libraries Through the Minefield of Continuous Change." In Charleston Library Conference. Purdue Univeristy, 2020. http://dx.doi.org/10.5703/1288284317188.

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If there is one thing all library administrators and managers can be sure of, it is that our space, our collections, our systems and our leadership will be impacted by change. Managing that change is critical if managers, directors, deans in our libraries will be able to continue to meet the needs of our communities with different tools and resources. This lively discussion will feature brief presentations about how libraries at Carnegie Mellon University and at Kresge Business Administration Library (University of Michigan) have changed in recent history. The presenters will include what worked well and what worked not as well at the two institutions. They will focus on two areas. First, Denise Novak will explore change through five key aspects: nature, process, role, culture and staff participation of change. Second, Corey Seeman will explore change as defined by six key terms: inevitability, rapidity, flexibility, hospitality, accountability, and empathy. Participants at the meeting will be invited to share how change is managed at their institutions and what issues might be present or on the horizon.
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Reports on the topic "Library administrators Leadership Academic libraries"

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Blankstein, Melissa, and Christine Wolff-Eisenberg. Library Strategy and Collaboration Across the College Ecosystem: Results from a National Survey of Community College Library Directors. Ithaka S+R, 2021. http://dx.doi.org/10.18665/sr.315922.

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How can the library be best positioned to continue enabling student and institutional success? The Community College Academic and Student Support Ecosystem research initiative seeks to examine how student-facing service departments—including academic libraries—are organized, funded, and staffed at community and technical colleges across the country. In February 2021, we surveyed 321 community college library directors to provide the community with a snapshot of current service provision, leadership perspectives on the impact of COVID-19, and challenges faced in making decisions and navigating change.
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