Adaptive leadership in academic libraries

Abstract

Purpose The purpose of this paper is to outline the core ideas of adaptive leadership and relates them to challenges confronting academic libraries. Design/methodology/approach The paper provides an overview of the adaptive leadership model and highlights the key concepts. Recent initiatives at the Hong Kong University of Science and Technology Library are used as cases to illustrate how the model may guide the authors’ focus to finding leverage points. Findings Using the model, the key role of positional leaders shifts from the traditional sense of giving direction and protection to followers, to one that orchestrates the change process with the team through difficulties and uncertainties, and to build culture and structure that facilitate adaptive changes. Practical implications Academic librarians can use the concepts and framework of adaptive leadership to design change strategies and manage change processes. Originality/value This is the first paper introducing the adaptive leadership model to academic libraries.

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