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Achieving Transformational Change in Academic Libraries

Stephen Mossop, University of Exeter, UK

Chandos Information Professional Series

 - provides innovative interdisciplinary research
 - offers context-free, practical examples of the role of transformational leadership in achieving cultural change and strategic organisational development
 - explores the sometimes ambiguous relationship between transformational and transactional leadership
 - discusses the holistic nature of transformational change and its impact on staff and customer relations

Academic libraries undergo episodes of strategic change. Transformational change may be seen as fundamentally different from other kinds of change. A part of this process is often deep level cultural change. At the individual level this may be traumatic, but at the strategic level, such change can prove essential.

Achieving Transformational Change in Academic Libraries explores the purpose and nature of ‘Transformational Change’ and its exponents, and discusses the benefits and limitations of its place in an academic library setting. The title is divided into five chapters, covering: a definition of transformational change; drivers of transformational change and its place in a strategic change agenda; selling the vision of cultural change; human resource issues and cultural change; and the nature of change as a constant.

Readership: Directors of Library Services; Library Managers at all levels; Company Directors and Senior Managers; Team Leaders; Lecturers, teachers and students of, but not limited to, Library Studies and Business Studies.

£47.50 / US$80.00 / €55.00

An e-book version of this title is available to purchase as part of a Collection or Pick n Mix. Visit Chandos Publishing Online

About the author

Stephen Mossop is Head of Library Services at the University of Exeter, UK. He has published and presented widely on aspects of Strategic Organisational Development and Library Management, and has special interests in library design, RFID and customer relationship management. He is best known for his 2008 case study on RFID at the University of Central Lancashire (for the BIC e4libraries project).

Titles which may also be of interest:
Managing Academic Libraries
How Libraries Make Tough Choices in Difficult Times
Excellence in the Stacks
The Librarian's Guide to Academic Research in the Cloud
Library 3.0

Contents

PART 1 TRANSFORMATIONAL CHANGE: PLANNING, PROCESSES AND PEOPLE
PART 2 TRANSFORMATIONAL CHANGE: CASE STUDIES

PART 1 TRANSFORMATIONAL CHANGE: PLANNING, PROCESSES AND PEOPLE

So what is ‘transformational change’?
 - Defining transformational change
 - How transformational change differs from other
 - change management styles
 - Describing transformational leadership

Organisational resistance to change: ‘I wouldn’t start from here!’
 - Drivers for transformational change
 - Creating a strategy for transformational change
 - Measuring and managing performance
 - Creating the vision

Staff resistance to change: ‘That’s not how we do things here …’
 - Changing minds
 - Selling the vision
 - Creating the opportunity for cultural change
 - Widening individual perspectives
 - Deconstructing and reconstructing teams
 - Embedding a ‘continuous improvement’ philosophy

It’s all about the people
 - Challenges to change
 - Encouraging innovation and intrapreneurialism
 - Recruiting, developing and rewarding staff
 - Listen and learn

When does it all end?
 - Change is the only constant
 - Strategies for moving from transformational to transactional leadership

PART 2 TRANSFORMATIONAL CHANGE: CASE STUDIES

Transforming library services: the University of Exeter experience
Stephen Mossop

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

Transforming library services: the University of Central Lancashire experience
Jeremy Andrew