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Achieving Transformational Change in Academic Libraries
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Table of Contents

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

About the Author

Stephen Mossop is Head of Library Services at the University of Exeter, UK. He has published and presented widely on aspects of Strategic Organisational Development and Library Management, and has special interests in library design, RFID and customer relationship management. He is best known for his 2008 case study on RFID at the University of Central Lancashire (for the BIC e4libraries project).

Reviews

"...case studies provide valuable insights into actual transformational change in academic libraries;...This book has been written with managers/ leaders in mind and clearly addresses a range of issues to assist them in achieving transformational change in their own institutions."--The Australian Library Journal, Vol. 63, No. 1, 2014

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