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Leadership development to transform a library

Jill Mierke

Library Management

ISSN: 0143-5124

Article publication date: 7 January 2014

1951

Abstract

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.

Keywords

Acknowledgements

The author wishes to acknowledge and thank Dr Vicki Williamson, Dean of the University Library at the University of Saskatchewan, for her vision to affect significant organizational culture change through leadership development. The various leadership initiatives implemented under Dr Williamson's leadership have shifted the organizational culture and will be a hallmark of her tenure.

Citation

Mierke, J. (2014), "Leadership development to transform a library", Library Management, Vol. 35 No. 1/2, pp. 69-77. https://doi.org/10.1108/LM-04-2013-0029

Publisher

:

Emerald Group Publishing Limited

Copyright © 2014, Emerald Group Publishing Limited

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