Library leaders are faced with no shortage of imperatives. They are building new strategies to align the library in support of the research enterprise and student success. They are grappling with the challenges of stagnant budgets and rising costs. They are rethinking their tangible collections and renovating their facilities.
In support of these types of efforts, library leaders are beginning to take on new approaches to management and organization. Especially at large research libraries whose employees number in the hundreds, organizational structure is essential to aligning resources with strategic objectives. In a new research project, nearly 20 library leaders were interviewed to understand the approaches being taken to organizational structure and related issues. They describe how they have re-defined leadership roles in their institutions and the ways in which they used organizational structures to effect change. Under the protection of anonymity, the directors offered candid assessments of the pros and cons of different organizational models, and analyzed their own successes and failures.