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Dissertations / Theses on the topic 'Library administrators Leadership Academic libraries'
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1
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—the antecedents and consequences. The second organizational change theory focuses on how the change was done—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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Martin, Michael Jason. "In the process of becoming the organizational culture of the Metropolitan Academic Library." Doctoral diss., University of Central Florida, 2011. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/4977.
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Organizational culture may be defined as the shared norms, values, and beliefs of an organization. The culture expresses itself through symbols and sagas. Organizational culture shapes the behavior of those within the organization and provides a lens through which its members can interpret reality. This study sought to define the organizational culture of the Metropolitan Academic Library. The study was guided by Schein's five levels of cultural assumptions: assumptions about external adaptation issues; assumptions about internal integration; assumptions about the nature of truth and reality; assumptions about the nature of time and space; and assumptions about human nature, activity, and relationships. In order to triangulate data, I gave the librarians and library technical assistants of the Metropolitan Academic Library the Martin Culture Survey. I then conducted a multi-day, on-site visit, where I interviewed members of the Metropolitan Academic Library, made observations about the library, and performed document analysis. I found the culture of the Metropolitan Academic Library to be "in the process of becoming." The culture present in the library was not deep or rich; however, I did find some shared values, symbols, and sagas. With a recent turnover in administration, change was a dominant story of the Metropolitan Academic Library. The librarians and library technical assistants valued campus engagement, the people within the library, and service to the library patrons. These values find symbolic recognition in the coffee shop located in the library, the Christmas party, and the reference desk. Popular sagas of the Metropolitan Academic Library include the story of its humble origins and the building renovation.<br>ID: 029809497; System requirements: World Wide Web browser and PDF reader.; Mode of access: World Wide Web.; Thesis (Ed.D.)--University of Central Florida, 2011.; Includes bibliographical references (p. 208-219).<br>Ed.D.<br>Doctorate<br>Educational and Human Sciences<br>Education
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Evener, Julie. "Organizational Learning in Libraries at For-Profit Colleges and Universities." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5327.
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Academic libraries contribute to student engagement, student learning, and retention; therefore, the effects of improved library services for students may be positive and long lasting. However, despite successful application of organizational learning (OL), a strategic process for improvement, to enhance services in academic libraries, little is known about OL in libraries of for-profit colleges and universities (FPCUs). The purpose of this sequential explanatory mixed-methods study was to assess and explore the use of OL in libraries at FPCUs. Argyris and Schön's theory of organizational learning grounded this study. Responses to Chen's Processes and Phases of Organizational Learning Questionnaire, completed online by 38 respondents following a recruitment posting submitted to the electronic mailing list of the Association of College & Research Libraries Librarianship in For-Profit Educational Institutions interest group, reflected medium to high levels of OL in the libraries in the study. Multiple regression analysis indicated that the number of students enrolled was negatively related to OL score. Six survey respondent volunteers were interviewed to better understand how library staff members in FPCUs experienced OL. Common themes included external pressures from the FPCUs that made it more difficult for their libraries to implement OL, as well as the importance of communication among library team members. As a result of these findings, a manual about OL strategies for library employees in FPCUs was created. More knowledge about OL and its implications could lead to positive social change as libraries use it to better contribute to student learning and success.
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Suwannarat, Patha. "Library leadership in research university libraries." 1994. http://catalog.hathitrust.org/api/volumes/oclc/32021606.html.
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Downing, Karen, and Alexandra Rivera. "Library Leadership 2.0." 2012. http://hdl.handle.net/10150/222193.
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Poster presentation from the Living the Future 8 Conference, April 23-24, 2012, University of Arizona Libraries, Tucson, AZ.<br>Librarianship, like no other profession, has undergone great changes over the last several decades, including demographic shifts in our internal and external communities, sweeping technological changes, and other factors that impact how we conduct our work. The profession has accordingly organized to meet these changes. This poster is a preview of a forthcoming publication exploring Library Leadership in these new environs. Specifically the poster will present the evaluation of leadership thought, leadership needs in various contexts, current leadership development initiatives, and the application of recent leadership research to frame a new model of library leadership: Library Leadership 2.0.
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Osuala, Kate Ogechi. "The managerial roles of academic library directors in Nigeria applying the Mintzberg model /." 1992. http://books.google.com/books?id=s6_gAAAAMAAJ.
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Olive, John Fred. "Leadership styles of selected academic library department heads as perceived by self and subordinates." 1991. http://catalog.hathitrust.org/api/volumes/oclc/25735007.html.
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McKinzie, Steve. "The Library as an Academic Department / The Dickinson College Model: How Revolving Leadership, Collegial Management, and Holistic Librarianship Can Revitalize Your Library." 1998. http://hdl.handle.net/10150/615192.
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Conference proceedings from the Living the Future Conference, April 21-24, 1998, University of Arizona Libraries, Tucson, AZ.<br>Taking the structure of a regular academic department as a model for library collegial management has enabled College, a liberal arts college, to revitalize its library professionals and to mentor quality leaders. A panel will discuss history of rotating leadership, consensus management and holistic librarianship.
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Spencer, Gene. "We Value Leadership Throughout Our Organization." 2006. http://hdl.handle.net/10150/222314.
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Conference proceeding from the Living the Future 6 Conference, April 5-8, 2006, University of Arizona Libraries, Tucson, AZ.<br>Over the past several years, Bucknell University has been deeply engaged in creating a combined Library/IT organization. Because of the complex work of merging two related but very different organizations (with vastly different organizational cultures), we have had to be purposeful and thoughtful about developing a new culture that brings the best of our traditional organizations forward. Early in the process, we developed a set of "values" which includes "We Value Leadership Throughout the Organization." Success depends on all members of the organization providing appropriate leadership in their work. Our leadership value has an impact on our professional development, communication and collaboration activities. This presentation describes how we are putting significance to this value and what it means for our entire staff, as well as people in "leadership positions."
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Alqarni, Abdulrahman Bertot John Carlo. "The managerial decision styles of Florida's State University libraries' managers." 2003. http://etd.lib.fsu.edu/theses/available/etd-11242003-215328.
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Thesis (Ph. D.)--Florida State University, 2003.<br>Advisor: Dr. John Bertot, Florida State University, School of Information Studies. Title and description from dissertation home page (viewed Mar. 3, 2004). Includes bibliographical references.
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Phipps, Shelley, and Pat Promis. "Leadership Team Restructuring for "Where Next": The Changing Role of the UA Library Cabinet." 2006. http://hdl.handle.net/10150/222317.
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Poster presentation from the Living the Future 6 Conference, April 5-8, 2006, University of Arizona Libraries, Tucson, AZ.<br>The Library Cabinet has taken on new responsibilities for operationalizing the Strategic Plan in our streamlined structure. They have also changed the way they conduct business to make decisions more transparent, to include stakeholders in their deliberations, and to improve communication with the larger library staff.
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Albritton, Rosie L. "Transformational vs. transactional leadership in university libraries a test of the model and its relationship to perceived library organizational effectiveness /." 1993. http://books.google.com/books?id=Q6_gAAAAMAAJ.
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Raubenheimer, Janette. "Leadership roles in academic information service enterprises: the attitudes of library staff towards a re-engineered leadership driven enterprise." Diss., 2004. http://hdl.handle.net/10500/1154.
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The academic information service enterprise should continuously react to the rapidly changing environment in which it functions.
The theoretical research pertaining to the study has shown that such enterprises which embark on re-engineering because radical change is required, should be knowledgeable in terms of what the change entails, why it is important to change and how the change takes place through re-engineering, organisational design and an innovative leadership framework. In order to ensure efficiency within its operations while focusing on its own sustainability, the enterprise should establish leadership roles which involve all staff in leadership on a daily basis.
The empirical research focused on the attitudes of staff towards such a leadership driven enterprise. Results revealed that factors such as whether staff participated in re-engineering, their engagement with re-engineering proposals, their work experience and their language have a significant impact on the attitudes of staff towards an innovative leadership framework.<br>Information Science<br>M. A. (Information Science)
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Reed, Donna L. (Donna Louise). "Leading the comprehensive community college library : defining, aligning, and supporting innovation and change." Thesis, 2011. http://hdl.handle.net/1957/25990.
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The purpose of this multi-case study was to describe how library deans and directors at large comprehensive community colleges strategically advocate for and support instructional and technological innovation despite the reality of limited resources and the stress caused by recurring funding crises in higher education. It further sought to examine how directors articulate the role of the library at the institution, prioritize support for new initiatives, and provide meaningful professional development opportunities for librarians and library staff members involved in the development of new innovative instructional and technological initiatives. The following foundational questions guided the research: (a) How do library directors strategically prioritize support for new library initiatives involving instructional and technological innovation despite funding instability, limited resources, and increased demand for library services? (b) How do library directors provide meaningful learning opportunities for librarians and library staff members who are involved in creating innovative services or programs?
The focus of the study was comprehensive community colleges in the very large 2-year (VL2) size and setting category of the Carnegie Classifications. It included a preliminary survey to verify the importance of issues, recruit participants, and conduct interviews with six library directors. Although participant directors worked at large community colleges, there were structural organizational differences between institutions. Organizational structures were (a) multi-campus district/multiple libraries/one director; (b) multi-campus district/multiple libraries/one director per library; and (c) one campus/one library/one director. Four of the participants had the title dean, and two were classified as directors. The majority of the librarians at the colleges had some form of faculty status, and four of the six colleges were unionized. In all cases, regardless of organizational status, the reference librarians had instructional duties.
The study indicated that the library directors were involved in various types of strategic planning including library-related, campus-specific, institutional, consortial, and state-level efforts. Directors, librarians, and staff members used a number of methods to share information with and get input from institutional partners. The directors reported that they also spent time responding to and participating in change due to State-mandates.
The findings indicated that the directors were focused on providing support for initiatives involving instructional and technological innovation. Librarians at all colleges in the study were heavily involved in instruction. The directors spoke of the need to provide learning opportunities for librarians and staff members in order to keep up with the fast pace of change in librarianship and the educational arena. Funding was by far the most significant challenge, but all libraries in the study made training a priority. The results of this research provided insight about high-impact practices in library-related strategic planning and organizational learning and identified areas in need of additional research.<br>Graduation date: 2012
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Raubenheimer, Janette. "Developing library middle management in the context of an Open Distance Learning (ODL) environment in South Africa." Thesis, 2016. http://hdl.handle.net/10500/22043.
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Managing on the middle level of the academic environment has become an essential managerial competency, particularly in a large library of an Open Distance Learning (ODL) institution which serves 400,000 students with a diverse student profile. The research focus of this study in the ODL environment is thus on management and organisational theories that indicate what it takes to be a good manager.
This is a positivist case study which triangulates data collection methods. Quantitative data and qualitative data were collected. The findings indicate a 94,7% response rate to the survey questionnaire and 100% participation of the invited ODL middle managers in interviews. Interviews were conducted with ODL Library middle managers who operate on the level of supervisor, manager, deputy director and director. Findings revealed ODL Library middle managers‟ perception of success and that they worked and planned for career progression that was facilitated by relevant qualifications and experience, that the external support received from their families and the use of develop ment strategies and various approaches, such as personal career planning; performing secondary management roles in the ODL Library; attendance at management short courses, all influenced their successful appointment as middle managers.
It further indicates that an optimum career path is influenced by factors such as ability, communication, hard work and determination. Development strategies pertain to management and leadership development which enable ODL Library middle managers to perform the role of manager in both a Library and Information Science environment, ODL environment and management environment which foster an understanding of their role in strategic planning. The most important competencies to be acquired are planning and administration, emotional intelligence and self-management, communication and teamwork. The study reveals that a high premium was placed on the importance of the selected success definitions, strategies and competencies, but that own success measured against these was lower. The subsequent recommendation is to develop ODL Library middle managers in terms of factors and strategies that lead to career success and to ensure the use thereof.<br>Information Science<br>D. Litt. et Phil. (Information Science)