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Achieving Transformational Change in Academic Libraries

Book 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

  1. Cover image
  2. Title page
  3. Table of Contents
  4. Copyright
  5. Dedication
  6. List of figures
  7. List of abbreviations
  8. Acknowledgements
  9. About the author
  10. Introduction
  11. Part 1: Transformational Change: Planning, Processes and People
    1. Chapter 1: So what is ‘transformational change’?
      1. Abstract:
      2. Defining transformational change
      3. How transformational change differs from other change management styles
      4. Describing transformational leadership
    2. Chapter 2: Organisational resistance to change: ‘I wouldn’t start from here!’
      1. Abstract:
      2. Drivers for transformational change
      3. Creating a strategy for transformational change
      4. Measuring and managing performance
      5. Creating the vision
    3. Chapter 3: Staff resistance to change: ‘That’s not how we do things here …’
      1. Abstract:
      2. Changing minds
      3. Selling the vision
      4. Creating the opportunity for cultural change
      5. Widening individual perspectives
      6. Deconstructing and reconstructing teams
      7. Embedding a ‘continuous improvement’ philosophy
    4. Chapter 4: It’s all about the people
      1. Abstract:
      2. Challenges to change
      3. Encouraging innovation and intrapreneurialism
      4. Recruiting, developing and rewarding staff
      5. Listen and learn
    5. Chapter 5: When does it all end?
      1. Abstract:
      2. Change is the only constant
      3. Strategies for moving from transformational to transactional leadership
  12. Part 2: Transformational Change: Case Studies
    1. Chapter 6: Transforming library services: the University of Exeter experience
      1. Abstract:
    2. Chapter 7: Leadership to transform our library: a case study from the University Library, University of Saskatchewan, Canada
      1. Abstract:
      2. Background
      3. University Library Strategic Plan
      4. The context for a leadership program
      5. The LLDP – getting a program started
      6. Program content and structure
      7. Innovation, implementation, institutionalization
      8. LLDP evaluation
      9. Evaluation of learning objectives
      10. Evaluation of assessment tools used
      11. Evaluation of the assessment of techniques used
      12. Evaluation of the effectiveness of sessions
      13. Evaluation of the assessment of discussions and materials
      14. Evaluation of Leadership Action Challenges
      15. Concluding observations
    3. Chapter 8: Transforming library services: the University of Central Lancashire experience
      1. Abstract:
  13. Bibliography
  14. Index