Leadership to transform our library: a case study from the University Library, University of Saskatchewan, Canada

Williamson, Vicki

doi:10.1016/b978-1-84334-724-8.50007-9

Cited by 3 publications

(4 citation statements)

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“…As explained by the new Dean, "[i]ntegral to achieving this vision was a strong desire to build a workplace culture that was characterized by high levels of employee engagement, with effective communication and leadership at all layers and levels of our library." 3 Highly committed and engaged employees would be needed in order to reshape and refocus the library and its workforce, and new ways of thinking, behaving, and leading would be critical.…”

Section: Identify the Catalyst For Changementioning

confidence: 99%

“…However, there was recognition by the new dean that if transformative change to library collections, services, and physical spaces was to be realized, that an equally radical and transformative change to the organization's culture would be essential. 6 Determining the catalyst for change, and understanding the organization's readiness and receptivity for a culture shift, is important for a leader to be certain of prior to embarking on any effort to shift or radically transform culture. Surveying members about their readiness for a culture shift may work in some organizations, but may surely be a death wish in others.…”

Section: Identify the Catalyst For Changementioning

confidence: 99%

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A Framework for Achieving Organizational Culture Change

Mierke

Williamson

2017

LLM

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Organizational culture change is difficult to achieve, particularly so when efforts are not systematic and planned with the end in mind. Based on experience, the authors outline a six-step framework for achieving sustained organizational culture change. Examples and outcomes from the decade-long strategic and organizational change experience at the University Library at the University of Saskatchewan, Canada, are referred to within each step of the framework. The framework provides a successful model for library leaders to adopt when implementing organizational change, particularly when a shift to the organization’s culture is also desired.

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Section: Identify the Catalyst For Changementioning

confidence: 99%

Section: Identify the Catalyst For Changementioning

confidence: 99%

A Framework for Achieving Organizational Culture Change

Mierke

Williamson

2017

LLM

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“…The LLDP Program at a Glance is reproduced in Appendix A. More details about the program can be found in Williamson (2013).…”

Section: Introductionmentioning

confidence: 99%

“…Selected topics discussing the application of organizational development and leadership theory in a library setting include the learning organization by Giesecke and McNeil (2004), organizational culture by Kaarst-Brown, Nicholson, von Dran and Stanton (2004), and organizational development by Stephens and Russell (2004). Leadership in libraries is an important ongoing area of interest because there is a requirement to mentor the next generation of library leaders (Branin, 2012) and to transform libraries through leadership development programs (Fallon, Maxwell, McCaffrey & McMahon, 2011;Jordan, 2012;Merrill & Lindsay, 2009;Michalak, 2012;Williamson, 2013).…”

Section: Literature Reviewmentioning

confidence: 99%

The Impact of Leadership Development on the Organizational Culture of a Canadian Academic Library

Crawley-Low

2013

EBLIP

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the terms of the Creative CommonsAttribution-Noncommercial-Share Alike License 2.5 Canada (http://creativecommons.org/licenses/by-nc-sa/2.5/ca/), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly attributed, not used for commercial purposes, and, if transformed, the resulting work is redistributed under the same or similar license to this one. AbstractObjective -To determine the perceived impact of leadership development on the behaviours and competencies of employees and the organizational culture of the University Library, University of Saskatchewan, Canada.Methods -Using grounded theory methodology, the study was conducted in an academic library serving a mid-sized medical-doctoral university in western Canada. Twenty-one librarians and support staff who had completed the University Library's Library Leadership Development Program (LLDP) participated in one-on-one interviews of 40-60 minutes duration. Interview transcripts were prepared by the researcher and reviewed by the participants. After editing, those source documents were analyzed to reveal patterns and common threads in the responses. The coding scheme that best fits the data includes the following four headings: skill development, learning opportunities, strategic change management, and shared understanding of organizational vision and values.

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Leadership development to transform a library

Mierke

2014

Library Management

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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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Leadership to transform our library: a case study from the University Library, University of Saskatchewan, Canada

Cited by 3 publications

References 0 publications

A Framework for Achieving Organizational Culture Change

A Framework for Achieving Organizational Culture Change

The Impact of Leadership Development on the Organizational Culture of a Canadian Academic Library

Leadership development to transform a library

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