Leadership for future libraries
| Date | 07 January 2014 |
| Published date | 07 January 2014 |
| Pages | 78-87 |
| DOI | https://doi.org/10.1108/LM-06-2013-0047 |
| Author | Steve O'Connor |
| Subject Matter | Library & information science,Librarianship/library management,HR in libraries |
Leadership for future libraries
Steve O’Connor
Information Exponentials, Lismore, Australia
Abstract
Purpose – Leadership is always important but is especially important at times of rapid and even
fundamental change. The purpose of this paper is to discuss and evidence the changes and decisions
facing librarians in our world against the backdrop of international disrupted business models for
libraries. The traditional mode of operation for libraries is changing dramatically in order to stay
relevant and connected to our library users. This paper will aim to explore future leadership styles
which will be required for special librarians. This will be set in the context of the NextGen Leadership
program which this author established and conducted across Hong Kong, Singapore and Shanghai.
The paper will also seek to draw on the author’s experiences seeking new scenario futures for special
libraries in Australia.
Design/methodology/approach – This paper will explore future leadership styles which will be
required for special librarians. This will be set in the context of the NextGen Leadership program
which this author established and conducted across Hong Kong, Singapore and Shanghai. It will also
draw on the author’s experiences seeking new scenario futures for special libraries in Australia.
Findings – The evaluation of the Next Gen Leadership program is reviewed in this paper.
Research limitations/implications – The implications are that librarians need programs such as
Next Gen in order to be able to test new ways of adopting management behaviours. These new ways of
operating can be tested through programs such as Next Gen which operate over a lengthy period of
time.
Practical implications – It is crucial that existing managers of academic libraries establish these
leadership programs into the future as a means of ensuring good succession planning.
Originality/value – This is a genuinely original program spanning three countries/cities; Hong
Kong, Singapore and Shanghai. The opportunity for participants in this course to meet, inter-mingle
and network into the future with similar colleagues is unique. The opportunities to test new modes of
management in such a course, remote from the work environment, are of value to the management
styles of each individual into the future.
Keywords Hong Kong, Academiclibraries, Singapore, Leadership,Staff development,
Next Gen Leadershipprogram
Paper type Viewpoint
There is a word in Chinese “Wei Ji” ( ). This word means “crisis”. On closer
analysis, the first portion of the word means “danger” while the second part means
“opportunity”. This is entirely appropriate for the circumstances in which libraries find
themselves at the opening of the twenty-first century. Libraries are in a crisis of
identity and purpose. They are not facing extinction, although many do believe this,
but are certainly confronting a situation in which they can be by-passed or made to
seem irrelevant as the scholarly publishing business model allows direct access
between authors and readers. Many corner-stones of the traditional library business
model are being questioned and even abandoned. The library business model is no
longer consistent across the wide range of libraries whether they are small or large.
The medium and small library structures are facing real identity crises; real problems
with direction and purpose. Even the large library needs to conduct its business
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/0143-5124.htm
LM
35,1/2
78
Received 8 June 2013
Revised 19 August 2013
Accepted 19 August 2013
Library Management
Vol. 35 No. 1/2, 2014
pp. 78-87
qEmerald Group Publishing Limited
0143-5124
DOI 10.1108/LM-06-2013-0047
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