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Leadership and leadership development in academic libraries: a review

Gabrielle Ka Wai Wong (Hong Kong University of Science and Technology, Hong Kong, Hong Kong)

Library Management

ISSN: 0143-5124

Article publication date: 14 March 2017

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Abstract

Purpose

The purpose of this paper is to highlight academic librarians’ understanding of leadership and leadership development, with the aim to shed light on further research that can inform and improve practices.

Design/methodology/approach

A literature review on academic library leadership was conducted. Particular attention was placed on the three common leadership modes in academic libraries: emergent leadership, team leadership and headship. The review covers librarians’ conception of leadership, desirable leadership capabilities and existing leadership development.

Findings

Librarians view leadership as a process of influence, and understand that leadership does not only come from formal leaders. Lacking is a more structured knowledge of what constitute effect leadership. In the literature, team and emergent leadership have not been adequately explored; most leadership research in the field takes on a headship approach.

Research limitations/implications

The publications reviewed were selective; not all papers on the topic were included.

Practical implications

Featuring the three leadership modes brings librarians’ attention to the crucial differences among them; and hence directs future discussion to a more focused approach that addresses each leadership mode specifically.

Originality/value

This paper differs from previous literature reviews on library leadership; it is the first one comparing and contrasting publications using the three leadership modes.

Keywords

Citation

Wong, G.K.W. (2017), "Leadership and leadership development in academic libraries: a review", Library Management, Vol. 38 No. 2/3, pp. 153-166. https://doi.org/10.1108/LM-09-2016-0075

Publisher

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Emerald Publishing Limited

Copyright © 2017, Emerald Publishing Limited

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