Leadership development to transform a library
| Published date | 07 January 2014 |
| Date | 07 January 2014 |
| DOI | https://doi.org/10.1108/LM-04-2013-0029 |
| Pages | 69-77 |
| Author | Jill Mierke |
| Subject Matter | Library & information science,Librarianship/library management,HR in libraries |
Leadership development to
transform a library
Jill Mierke
University Library, University of Saskatchewan, Saskatoon, Canada
Abstract
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 Univers ity Library at the University of Saskat chewan; 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.
Keywords Leadership,Training, Organizationalculture, Transformation,Canada, Consortium training
Paper type Viewpoint
Introduction
The year 2006 marked the arrival of a new leader for the University Library at the
University of Saskatchewan in Canada and a revitalized vision for the transformation
of library services, collections, facilities, organizational culture and workforce.
“Integral 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” (Williamson,
2013). As part of achieving this vision, a significant investment was made to bring to
realization an in-house designed and delivered library leadership development
The current issue and full text archive of this journal is available at
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The author wishes to acknowledge and thank Dr Vicki Williamson, Dean of the University
Library at the University of Saskatchewan, for her vision to affect significant organizational
culture change through leadership development. The various leadership initiatives implemented
under Dr Williamson’s leadership have shifted the organizational culture and will be a hallmark
of her tenure.
Leadership
development
69
Received 6 April 2013
Revised 15 May 2013
Accepted 27 May 2013
Library Management
Vol. 35 No. 1/2, 2014
pp. 69-77
qEmerald Group Publishing Limited
0143-5124
DOI 10.1108/LM-04-2013-0029
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