Collaborative leadership in public library service development
| Pages | 518-529 |
| DOI | https://doi.org/10.1108/LM-08-2017-0084 |
| Published date | 12 November 2018 |
| Date | 12 November 2018 |
| Author | Kerry Wilson |
| Subject Matter | Library & information science,Librarianship/library management,HR in libraries,Library strategy,Library promotion |
Collaborative leadership in public
library service development
Kerry Wilson
Institute of Cultural Capital, Liverpool John Moores University, Liverpool, UK
Abstract
Purpose –The purpose of this paper is to discuss findings from the formative evaluation of a national public
library development initiative in England, with a focus on the practice and impact of collaborative leadership.
Design/methodology/approach –A realistic evaluation approach was used in the study, enabling a
nuanced assessment of the initiative’s contexts, mechanisms and outcomes in relation to its core objectives.
These included testing innovative, partnership approaches to library service delivery, encouraging greater
synergy between libraries and the arts and other public and commercial sectors. Evaluation findings are
subsequently contextualised using a conceptual framework drawn from critical management studies on
collaborative advantage.
Findings –Data show thatthe initiative was aneffective catalyst forenhanced collaborativeleadership in the
public library sector, including the development of a cross-se ctor community of practice, with evidence of
collective ownership and decision making. The relative collaborative advantages of the initiative are underpinned
by evidence on the unique value of public library services to collaborating organisations and sectors.
Practical implications –Outcomes are of relevance to a range of public services and governing bodies
with reference to shared strategic objectives with other sectors and services and collaborative leadership
learning and practice.
Social implications –There are implications relating to the public value of library services and how this
can potentially be enhanced via collaborative leadership approaches to service design and delivery. This is
especially pertinent given current cross-government policy drivers towards integrated public services.
Originality/value –The research makes an original contribution to contemporary debateson cultural value
in considering the cross-sector role and impact of collaborative leadership.
Keywords Public policy, Leadership, Collaboration, Cultural value, Public libraries, Sector development
Paper type Research paper
Contemporary cultural policy in the UK is dominated by the encouragement of enhanced
collaborative working between cultural sectors and other public services, with the aim of
integrating arts and culture more effectively in cross-government public policy agendas
(DCMS, 2016). Recent evaluation research led by the author has considered the practice and
impact of cross-sector collaborative leadership in the public library sector, using the
national Libraries Development Initiative (LDI) in England as a contemporary case study.
Drawing upon critical management theory, the following paper contextualises LDI
evaluation outcomes using a conceptual framework of collaborative leadership, adapted
from the work of Huxham (1993, 1996) and Huxham and Vangen (2005) on collaborative
advantage. Key collaborative leadership qualities and practices include the effective
identification and inclusion of relevant stakeholders; the collaborative pursuit of a shared
goal; and equitable ownership, control and decision making.
Arts Council England (ACE) acquired strategic responsibility for the development and
support of libraries following the closure of the Museums Libraries and Archives (MLA)
council in October 2011. The LDI programme was launched by ACE in February 2012 as a
Library Management
Vol. 39 No. 8/9, 2018
pp. 518-529
© Emerald PublishingLimited
0143-5124
DOI 10.1108/LM-08-2017-0084
Received 31 August 2017
Accepted 24 December 2017
The current issue and full text archive of this journal is available on Emerald Insight at:
www.emeraldinsight.com/0143-5124.htm
The evaluation research described in this paper was commissioned and funded by Arts Council
England (March 2012–June 2013). The author also wishes to acknowledge the contribution to the
original research of evaluation team members Tamsin Cox, Paul Kyprianou and Kate Rodenhurst. The
evaluation team is grateful to all participants in the Libraries Development Initiative for their
invaluable contributions to the research.
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LM
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