Implementation of Succession Planning and Management Programs in Academic Libraries: A Mixed-Method Study about Leadership and Other Factors That Contribute to Deans’ Decisions

• Other Authors: Carmichael, Lisandra R. (authoraut)
• Format: Others
• Language: English; English
• Published: Florida State University
• Subjects: Information science; Library science
• Online Access: http://purl.flvc.org/fsu/fd/FSU_FA2016_Carmichael_fsu_0071E_13547

The purpose of this study was to identify and explain the factors that contribute to the implementation of succession planning and management programs (SP&MPs) in academic libraries as a means of addressing the lack of planning for and development of current academic librarians to fill future leadership roles at their libraries through the provision of these programs. Kurt Lewin’s (1947) planned change theory framed the research. The theory guided the understanding of the change process and assisted in identifying the driving forces for and restraining forces against a planned change. Understanding and recognizing the forces that can support or impede a planned change may help leaders foresee challenges and opportunities before following through with the change process that includes unfreezing the current status, moving the group towards the desired change, and then refreezing the change at the preferred level. The study found that the deans’ leadership styles affected their decisions to implement SP&MPs as a planned change at their academic libraries and identified driving forces for and restraining forces against program implementation. The study employed a mixed-method sequential explanatory research design that consisted of online questionnaires using the Multifactor Leadership Questionnaire self-rater form (MLQ 5x) followed by structured in-depth interviews. The findings from the analyses of the MLQ 5x standardized scale demonstrate that the leadership styles of the academic library deans made a difference in their decisions to implement SP&MPs as a planned change at their libraries. The findings from the analyses of the in-depth interviews demonstrate that many driving forces for and restraining forces against SP&MP implementation affected the deans’ decisions now and may affect their decisions in the future. The driving forces were divided into main categories and included; constant change, library staff training, deans’ perceptions towards the future and the profession, and the budget. The restraining forces were also divided into main categories and included; not enough budget, staff, time, and interest; and too many changes, institutional politics and policies, and organizational cultures. The findings also suggest that additional familiarization with formal SP&MP structure and components could benefit program implementation. The literature review and the findings from this study led the researcher to create a list of practical tips for SP&MP implementation specifically for academic libraries. Limitations of this study are attributable to the sample size and the institutions from which the population derived. The study participants were ten academic library deans from the same public university and college system in a southeastern state in the United States. The focus of this study was limited to academic libraries; it did not include public, school, or special libraries. Future research is suggested to supplement the limitations of this study and to build upon the interpretations of the findings. The study should be replicated using a broader sample of leaders in key positions at various levels of the organization; then a comparison the findings from both studies could be conducted to gain a wider perspective on the issues. Future research could expand the knowledge of library practitioners about the purpose and benefits of SP&MPs to the profession. Current library leadership institutes should consider the inclusion of SP&MP training for higher-level library administrators to encourage program implementation. === A Dissertation submitted to the School of Information in partial fulfillment of the Doctor of Philosophy. === Fall Semester 2016. === November 9, 2016. === academic libraries, leadership, MLQ 5X, planned change theory, succession planning and management programs, transformational leadership === Includes bibliographical references. === Melissa Gross, Professor Directing Dissertation; Kathy L. Guthrie, University Representative; Charles R. McClure, Committee Member; Marcia A. Mardis, Committee Member.