Leadership in Academic and Public Libraries

Petra Düren is Professor for Management of Library and Information Services at the Hamburg University of Applied Science. Prior to this, Petra was Head of Department at the German National Library of Science and Technology and the University Library Hannover (TIB/UB), member of Library Management and responsible for corporate management.

• List of figures and tablesPrefaceAbout the authorPart 1: Change managementChapter 1: Change management in librariesAbstract.1.1 Why change management?1.2 Structure of the bookChapter 2: Change managementAbstract.2.1 Change management in general2.2 Phases of a change process2.3 Elements of change managementPart 2: Change management in practiceChapter 3: When does change need change management?Abstract.3.1 Case studies of change projects in academic and public libraries3.2 Change projects described by leaders3.3 Asking change managers for another view on change projectsChapter 4: Implementation of a library RFID management systemAbstract.4.1 Implementation of a library RFID management system in an academic library4.2 Implementation of a library RFID management system in public librariesChapter 5: Merging libraries and implementing quality managementAbstract.5.1 Merger of three public libraries including a relocation process5.2 Implementing a quality management system in an academic library5.3 Merger of two academic libraries using the quality management system as a tool to support the transition5.4 Merger of academic libraries and an implementation of TQM with a certification process followed by a reorganisation including downsizingChapter 6: Relocation processes and reduction of spaceAbstract.6.1 Relocation of a public library6.2 Reduction of space in academic librariesChapter 7: Changes in the management of a libraryAbstract.7.1 Changes resulting from the announcement of a new director in an academic library7.2 Management restructuring across the whole organisation for a less hierarchical structure in an academic libraryChapter 8: Case studies of change projects described by change managersAbstract.8.1 Implementation of a library RFID management system in a public library8.2 Merger of an academic library with an information service provider8.3 Change as day-to-day business in an academic libraryPart 3: Change management and leadershipChapter 9: Change – what can go wrong and how to do it rightAbstract.9.1 Leaders9.2 Staff9.3 Goals9.4 TimeChapter 10: What kind of leadership does change management need?Abstract.10.1 New aspects of leadership in reference to change management10.2 New leaders as a result of changeChapter 11: Leaders as change managersAbstract.11.1 Change managers/change agents11.2 Transformational leadership11.3 Transactional leadershipChapter 12: Useful tips for the management of libraries in times of changeAbstract.12.1 Opportunities during the change process12.2 Communication – say it loud and clear12.3 There are people working in the team(s) or department(s) affected by a deliberate large-scale change12.4 Change management12.5 Learning throughout the change process12.6 Scheduling12.7 Things that can’t be changedAppendixReferencesIndex

"...case studies form the bulk of the book, with other chapters on change management theory, analysis of the case studies for what can go wrong, new leadership styles and tasks, and tips for managing libraries in time of change."--Australian Library Journal,September 2 2014