Description
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.- 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
Table of Contents
DedicationList of figuresList of abbreviationsAcknowledgementsAbout the authorIntroductionPart 1: Transformational Change: Planning, Processes and PeopleChapter 1: So what is "transformational change"?Abstract:Defining transformational changeHow transformational change differs from other change management stylesDescribing transformational leadershipChapter 2: Organisational resistance to change: "I wouldn't start from here!"Abstract:Drivers for transformational changeCreating a strategy for transformational changeMeasuring and managing performanceCreating the visionChapter 3: Staff resistance to change: "That's not how we do things here"Abstract:Changing mindsSelling the visionCreating the opportunity for cultural changeWidening individual perspectivesDeconstructing and reconstructing teamsEmbedding a 'continuous improvement' philosophyChapter 4: It's all about the peopleAbstract:Challenges to changeEncouraging innovation and intrapreneurialismRecruiting, developing and rewarding staffListen and learnChapter 5: When does it all end?Abstract:Change is the only constantStrategies for moving from transformational to transactional leadershipPart 2: Transformational Change: Case StudiesChapter 6: Transforming library services: the University of Exeter experienceAbstract:Chapter 7: Leadership to transform our library: a case study from the University Library, University of Saskatchewan, CanadaAbstract:BackgroundUniversity Library Strategic PlanThe context for a leadership programThe LLDP – getting a program startedProgram content and structureInnovation, implementation, institutionalizationLLDP evaluationEvaluation of learning objectivesEvaluation of assessment tools usedEvaluation of the assessment of techniques usedEvaluation of the effectiveness of sessionsEvaluation of the assessment of discussions and materialsEvaluation of Leadership Action ChallengesConcluding observationsChapter 8: Transforming library services: the University of Central Lancashire experienceAbstract:BibliographyIndex
