The document summarizes research from SCONUL on leadership in academic libraries. It identifies key findings such as different perspectives on libraries from senior university leaders who sometimes see libraries as invisible, as well as issues with library structure and status. It provides tips for developing leadership skills such as knowing the university, finances, delegation, continuing learning, and putting oneself forward. Research informed the work including surveys of library leaders and interviews with university executives and library leaders internationally. Resources are provided for emerging leaders including mentoring, action learning sets, and literature on leading in uncertain times.

1. Leading Libraries:
supporting new and emerging leaders in SCONUL
CONUL May 2018
Alison Baud, Director of Library & Learning Services,
Bath Spa University
“Leadership is a journey not a destination.
It is a marathon, not a sprint”.
John Donahoe, Former CEO of Ebay

2. Starting blocks
SCONUL Leading Libraries initiatives: overview
Racing Ahead
Underpinning Research: key findings
Finishing Line
Tips for the Top: the directors’ cut
2
3
1

3. Leadership
Advocacy
and
proving
value
Vision for
Library
Services
What skills and attributes do academic library leaders
need to succeed in this period of change and uncertainty?
How do we develop ourselves to extend our strategic
influence?

4. Research informed:
1. Desk-based research
Leading in Uncertain Times: a literature review
Review of leadership development and training courses in UK and abroad
2. Surveys
Survey of SCONUL Deputies - Nov 2016 (198 respondents)
Survey of SCONUL Directors - Mar/Apr 2017 (88 respondents)
3. Interviews
A View from Above - Interviews with strategic leaders in HE (12)
A View from Beyond - Interviews with academic library leaders
international focus (6)

5. Leading libraries:
supporting members
www.sconul.ac.uk

6. Support for Emerging leaders:
5
Learn from the
latest research
4
Find a
leadership
course
3
Find a
mentor
1
Join a group
of deputies
2
Join an action
learning set
6
Understand
how others
see us

7. Learn from the latest research
• Literature review: leading in uncertain times
(including Top Ten Reads)
Understand how others see us
• A View from Above
(interviews with executive leaders - mainly V-Cs)
• A View from Beyond
(interviews with library leaders - international perspective)
Plus two useful briefing notes:-
• Leading Libraries: Briefing paper on action learning sets
(Prepared by Anna O’Neill, University of Chichester)
• Leading Libraries: Briefing paper on coaching and mentoring
(Prepared by Sue Hodges, Bangor University)

8. Key Findings:
• Different Perspectives
• Structure and Status
• Leadership Development

9. Different Perspectives:
Seeing ourselves as others see us
“There is confidence in the library
leadership to lead change. They
are driving and inventing new ways
of working. They are valued
researchers in their own right,
breaking down the idea that they
are just professional services;
they are creative and well led.”
(Quote 25)

10. Different Perspectives:
Seeing ourselves as others see us
“The library is largely invisible to the senior executive
group and for many senior staff in the university. The
library has maintained good relations at various levels
of the faculties and delivers well-run user services,
which receive positive user feedback. The library has
been awarded external customer service
accreditation. However, it does lack profile in the
institution and at strategic level there is no shared
view of what it is trying to do or be.”
Quote 31

11. Different Perspectives:
Seeing ourselves as others see us
An important question
for managers of
librarians would be “would it matter if the
Director of Library
Services wasn’t there;
what would/could be
different?”
Quote 51

12. Structure and Status:
(Position & Responsibility)
“In organisational terms it is the case that the
library in some institutions is no longer the central
independent unit it once was and ‘the librarian’ is
often one or two tiers down in the senior staff
structure.”
‘A View from Above’, page 22

13. Leadership Development:
“It is about being:
• relevant to the organisation
• up to speed with the direction of
travel and constantly thinking
about what you can do to support
• a facilitator not a blocker””.
V-C Quote, ‘A View from Above’, page 9

14. What do we need to do to change the
perspectives of others about what we do
and we’re good at it?

15. Tips for the Top

16. Know the organisation and how it works
1

17. Know how the finances work
2

18. Delegate well
3

19. Shine a light on others’ talents
4

20. Keep learning
5

21. Put yourself forward
6

22. Get out and about
7

23. Have an opinion on things beyond the
library
8

24. Know yourself
9

25. Look after yourself
10