Here Today, Gone Tomorrow: Observations of an Interim Academic Library Director

Chmelir, Lynn

doi:10.7710/1093-7374.1346

Cited by 2 publications

(2 citation statements)

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“…There are, however, sound reasons why this strategy is rare and may be more characteristic of the outside interim, as is the case here (but see Morris, 2004). While some interims believe their terms should be fairly aggressive steps forward (Chmelir, 2012), Euster reasonably argues that, just as she, as incoming Director, would "tend not to make many drastic changes in the first six to twelve months; since most acting directors serve somewhere in that time frame, I'd expect them to make few permanent systemic changes" (Euster and Solomon, 1994, pp. 142-3).…”

Section: Rise Of the Interim Directormentioning

confidence: 99%

Becoming director: an internal candidate's view

Newcombe

Donovan

2013

Library Management

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Purpose -Within the literature on moving into library directorships, the track of the internal candidate is largely ignored. The purpose of this paper is to address this gap through description and analysis of the experiences of a successful inside candidate for the position of law library director. Design/methodology/approach -The paper reports a first-person account of an internal candidate. Accompanying analysis places the narrative into the larger context of relevant literature of personnel and library management. Findings -The internal candidate is suggested to differ from external applicants in several ways. Most significantly, possessing prior knowledge of the library, she can move quickly to address pressing problems, using that initial success to set the new administration on a productive course. Additional issues include the greater psychological toll of having to distance herself from former colleagues to fulfill administrative duties. Originality/value -Comparatively little consideration of the internal candidate exists in the library literature. This paper fills an identified gap in the literature on personnel and library management, and suggests relevant directions for future works.

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Section: Rise Of the Interim Directormentioning

confidence: 99%

Becoming director: an internal candidate's view

Newcombe

Donovan

2013

Library Management

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“…In both situations, she was hired from the outside as an interim director, and her comments reflect the need to add stability to an unsettled situation. 2 Her commentary builds upon another engaging essay authored by Gail Munde, whose experience is in a large academic library. She describes "lessons learned" and covers time management, perceptions, and the experience of suddenly finding herself on the playing field of the whole university, not just the library.…”

Section: Introductionmentioning

confidence: 99%

Management: Surviving and Thriving in an Acting Leadership Position

MacAyeal¹

2017

RUSQ

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Excelling at one’s job can be a challenge. Trying to do it for two jobs—concurrently—can be beyond difficult, yet that situation is not uncommon in evolving organizations that utilize acting appointments to bridge gaps during periods of change. In this column, Greg MacAyeal outlines the many facets of acting appointments—both the positive and the less so. MacAyeal provides much food for thought for those who may be tapped to take on such roles or are already negotiating their way through them. His insights are worthy of consideration by anyone who is juggling an acting position or thinking about doing so, as well as by administrations who rely on this mechanism during times of transition.—Editor

show abstract

Here Today, Gone Tomorrow: Observations of an Interim Academic Library Director

Cited by 2 publications

References 1 publication

Becoming director: an internal candidate's view

Becoming director: an internal candidate's view

Management: Surviving and Thriving in an Acting Leadership Position

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