Interim Leadership

Farrell, Maggie

doi:10.1080/01930826.2016.1231547

Cited by 8 publications

(22 citation statements)

References 3 publications

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“…According to Farrell and Medeiros, interim library leaders have a unique opportunity to try out a new career. 8 Interim leaders often receive additional compensation, although Farrell and Stover observed that additional pay does not compensate for the challenges one may face such as length of work day, stress, and exhaustion. 9 Some interim leaders negotiated benefits such as additional vacation time, increased professional development funding, increased research funding, or a sabbatical period following the appointment.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Farrell and Munde noted that some institutions do not allow interim leaders to apply for the permanent position; thus, potential candidates need to ascertain their institutions' policies. 19 Medeiros and Newcombe and Donovan recommended that the interim leader not apply for the permanent position because other people may question the interim leader's motives and decisions. 20 Galbraith, Smith, and Walker studied succession planning practices in large research libraries and reported that more than half of the study's participants preferred to hire external candidates for the library's top-most leadership position.…”

Section: Literature Reviewmentioning

confidence: 99%

“…25 Several authors observed that reporting to an administrator outside the library provided an opportunity to learn more about the institution and to educate that person about the library. 26 Specifically, Munde enjoyed learning more about the business and social aspects of academic affairs. 27 Deemer appreciated seeing the library from a different perspective and was better able to support the administration as a result of his interim leadership experience.…”

Section: Literature Reviewmentioning

confidence: 99%

“…1 The search for the successor takes time, and the provost may appoint an interim leader to oversee operations until the institution can complete a search for the new permanent leader. 2 An individual asked to serve as an interim leader quickly needs to assess the advantages and disadvantages of the interim role as well as understand the expectations and authority of the position.…”

Section: Introductionmentioning

confidence: 99%

“…3 Farrell speculated that interim leaders have less leadership training and preparation than permanent leaders. 4 People develop leadership skills gradually and often move up in leadership rank sequentially. 5 The interim leader who is a library department head or associate dean may be familiar with some library operations, personnel matters, and internal politics, but library faculty who serve as interim leaders may have little management experience.…”

Section: Introductionmentioning

confidence: 99%

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Experiences of Academic Librarians Serving as Interim Library Leaders

Irwin

deVries

2019

C&RL

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Using a mixed-methods approach, the researchers explored the experiences of 108 academic librarians who served as interim library leaders at U.S. institutions of higher education between 2012 and 2017. Statistical analysis showed no associations between gender, type of institution, or degree-granting level with the duration of interim service or whether a respondent applied for or was hired as the permanent leader. The authors provide recommendations for future interim library leaders and the university executives who appoint them. Serving as an interim library leader can be a once-in-a lifetime opportunity well worth the experience.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Experiences of Academic Librarians Serving as Interim Library Leaders

Irwin

deVries

2019

C&RL

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The Impact of the Interim Leadership Experience on Library Middle Managers

Hoffman

Barker

2022

Journal of Library Administration

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Findings and practical guidelines for interim leaders

Arfken,

Helms,

Tanner

2024

SAMAMJ

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Purpose Interim leaders often have little advance notice of their new assignments. Yet, they must skillfully lead their organizations, provide stability for staff and continue the direction of the mission and vision in a time of change. In addition, temporary leaders – often termed interim executive directors or interim chief executive officers (CEOs) – are frequently asked to guide the transition for a new and permanent leader. Design/methodology/approach This qualitative study presents the insights of 24 interim leaders, largely in the Chattanooga, Tennessee (TN) region, who participated in individual virtual interviews and a subsequent virtual focus group to address a protocol of questions concerned with all phases of carrying out the interim position. Findings The findings confirmed existing literature on how the interim was selected, the responsibilities of this leader and the costs and benefits for the organization of using an interim and extended findings with guidance for interim over their tenure. Practical implications The findings uncovered new insights into personal and career growth, along with unexpected personal and professional enrichment and satisfaction from the experience. The practical implications include providing detailed guidelines for interim leaders at each stage of their tenure, which can help them navigate the complexities of their roles more effectively. Additionally, the findings highlight the potential for significant personal and professional growth, offering interim leaders unexpected enrichment and satisfaction from their experiences. Social implications The exploratory research validated the existing literature on interim leadership and added additional detail in practical guidance for beginning an interim position, carrying out the interim position and even ending the position. This study delineates practical guidelines at each stage of the interim lifecycle for both the temporary leader and the organization and provides areas for future research. Qualitative findings also identified key characteristics of an interim leader. This study also includes discussion of the political implications of interim CEOs. Originality/value The study presents original insights into the role of interim leaders by combining qualitative data from 24 participants in the Chattanooga, TN region with existing literature, thereby enhancing understanding of the challenges and successes these leaders face. It confirms previous findings regarding interim leadership and provides practical guidelines for navigating the interim lifecycle, highlighting aspects of personal growth and satisfaction that have not been extensively explored in prior research.

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Interim Leadership

Cited by 8 publications

References 3 publications

Experiences of Academic Librarians Serving as Interim Library Leaders

Experiences of Academic Librarians Serving as Interim Library Leaders

The Impact of the Interim Leadership Experience on Library Middle Managers

Findings and practical guidelines for interim leaders

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