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Survey of Academic Library Leadership: Plans for Filling Key Executive Positions in the Library

  • ID: 4858627
  • Report
  • 52 Pages
  • Primary Research Group
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This study, based on data from library leaders at 100 colleges and universities in North America, shows how academic libraries approach hiring for the highest-level executive positions in the library.  The report helps its readers to answer questions such as: What percentage of the highest level executive positions at academic libraries will open up over the next five years?  To what extent will these positions be filled internally and to what extent through external hires? How well prepared are libraries for the expected wave of retirements in academic libraries in the near future?  Indeed, will this wave or retirements indeed materialize? What does library leadership think of this perceived potential crisis in library leadership in the coming years?  Overblown?  Accurately described? How important are salaries and benefits, peer mentoring, and other factors in promoting or attracting library leadership?  What has the library done to address leadership issues for the near future?

Just a few of this 52-page report’s many findings are that:

  • Overall, respondents from colleges charging less than $9,000 per year in annual tuition believed that 40% of top positions at their library would become vacant at some point over the next five years.
  • 7% of all respondents believed that the retirement crisis at academic libraries was worse than commonly depicted.
  • Junior colleges were more likely than other types of colleges to consider themselves not well prepared to find new leadership.
  • Respondents from public colleges were more likely than those from private colleges to believe that future leadership would come by hiring those currently working in other institutions.

Data in the report is broken out by many variables, including college type, enrollment, and level of tuition, among other variables.  

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1. THE QUESTIONNAIRE    

2. PARTICIPANTS LIST    

  • Characteristics of the Sample

3. SUMMARY OF MAIN FINDINGS    

  • Percent of the top fifth of library staff likely to retire within the next five years    
  • Negative consequences of senior librarians’ retirement    
  • Readiness for leadership transitions    
  • Effectiveness in assuring excellence in future library leadership positions    
  • Assuring excellence by raising salaries or improving benefits    
  • Assuring excellence by mentoring existing staff    
  • Assuring excellence by using retired staff    
  • Assuring excellence through exhaustive executive search    
  • Preference for library’s next chief executive    
  • Opinions of the library’s next top positions    
  • Measures to assure effective leadership over the next five years and beyond    
  • Authority to hire for top 4 or 5 library positions  

List of Tables

Table 1.1 About what percentage of the top fifth of your library staff will likely retire over the next five years?    
Table 1.2 About what percentage of the top fifth of your library staff will likely retire over the next five years? Broken out by age range    
Table 1.3 About what percentage of the top fifth of your library staff will likely retire over the next five years. Broken out by public or private status    
Table 1.4 About what percentage of the top fifth of your library staff will likely retire over the next five years?  Broken out for Carnegie class or type of college    
Table 1.5 About what percentage of the top fifth of your library staff will likely retire over the next five years?  Broken out by enrollment    
Table 1.6 About what percentage of the top fifth of your library staff will likely retire over the next five years?  Broken out by tuition, $    
Table 2.1 Much has been written about the negative long-term consequences for academic and research libraries of the imminent retirement of much of the senior library leadership. Do you feel that these consequences have been?    
Table 2.2 Much has been written about the negative long-term consequences for academic and research libraries of the imminent retirement of much of the senior library leadership. Do you feel that these consequences have been: Broken out by age range    
Table 2.3 Much has been written about the negative long-term consequences for academic and research libraries of the imminent retirement of much of the senior library leadership. Do you feel that these consequences have been: Broken out by public or private status    
Table 2.4 Much has been written about the negative long-term consequences for academic and research libraries of the imminent retirement of much of the senior library leadership. Do you feel that these consequences have been: Broken out for Carnegie class or type of college    
Table 2.5 Much has been written about the negative long-term consequences for academic and research libraries of the imminent retirement of much of the senior library leadership. Do you feel that these consequences have been: Broken out by enrollment    
Table 2.6 Much has been written about the negative long-term consequences for academic and research libraries of the imminent retirement of much of the senior library leadership. Do you feel that these consequences have been: Broken out by tuition, $    
Table 3.1 How well prepared is your library for leadership transitions caused by retirements?    
Table 3.2 How well prepared is your library for leadership transitions caused by retirements? Broken out by age range    
Table 3.3 How well prepared is your library for leadership transitions caused by retirements? Broken out by public or private status    
Table 3.4 How well prepared is your library for leadership transitions caused by retirements? Broken out for Carnegie class or type of college    
Table 3.5 How well prepared is your library for leadership transitions caused by retirements? Broken out by enrollment    
Table 3.6 How well prepared is your library for leadership transitions caused by retirements? Broken out by tuition, $    
Table 4 Rank the following for their effectiveness as a means of assuring excellence in academic library leadership positions in the future?    
Table 4.1.1 Rank raising salaries or improving benefits as a means of assuring excellence in academic library leadership positions in the future?    
Table 4.1.2 Rank raising salaries or improving benefits as a means of assuring excellence in academic library leadership positions in the future? Broken out by age range    
Table 4.1.3 Rank raising salaries or improving benefits as a means of assuring excellence in academic library leadership positions in the future? Broken out by public or private status    
Table 4.1.4 Rank raising salaries or improving benefits as a means of assuring excellence in academic library leadership positions in the future? Broken out for Carnegie class or type of college    
Table 4.1.5 Rank raising salaries or improving benefits as a means of assuring excellence in academic library leadership positions in the future? Broken out by enrollment    
Table 4.1.6 Rank raising salaries or improving benefits as a means of assuring excellence in academic library leadership positions in the future? Broken out by tuition, $    
Table 4.2.1 Rank mentoring existing staff to undertake leadership roles as a means of assuring excellence in academic library leadership positions in the future.    
Table 4.2.2 Rank mentoring existing staff to undertake leadership roles as a means of assuring excellence in academic library leadership positions in the future. Broken out by age range    
Table 4.2.3 Rank mentoring existing staff to undertake leadership roles as a means of assuring excellence in academic library leadership positions in the future. Broken out by public or private status    
Table 4.2.4 Rank mentoring existing staff to undertake leadership roles as a means of assuring excellence in academic library leadership positions in the future. Broken out for Carnegie class or type of college    
Table 4.2.5 Rank mentoring existing staff to undertake leadership roles as a means of assuring excellence in academic library leadership positions in the future. Broken out by enrollment    
Table 4.2.6 Rank mentoring existing staff to undertake leadership roles as a means of assuring excellence in academic library leadership positions in the future. Broken out by tuition, $    
Table 4.3.1 Rank using retired staff part-time or as consultants as a means of assuring excellence in academic library leadership positions in the future?    
Table 4.3.2 Rank using retired staff part-time or as consultants as a means of assuring excellence in academic library leadership positions in the future? Broken out by age range    
Table 4.3.3 Rank using retired staff part-time or as consultants as a means of assuring excellence in academic library leadership positions in the future? Broken out by public or private status    
Table 4.3.4 Rank using retired staff part-time or as consultants as a means of assuring excellence in academic library leadership positions in the future? Broken out for Carnegie class or type of college    
Table 4.3.5 Rank using retired staff part-time or as consultants as a means of assuring excellence in academic library leadership positions in the future? Broken out by enrollment    
Table 4.3.6 Rank using retired staff part-time or as consultants as a means of assuring excellence in academic library leadership positions in the future? Broken out by tuition, $    
Table 4.4.1 Rank conducting an exhaustive executive search as a means of assuring excellence in academic library leadership positions in the future.    
Table 4.4.2 Rank conducting an exhaustive executive search as a means of assuring excellence in academic library leadership positions in the future. Broken out by age range    
Table 4.4.3 Rank conducting exhaustive executive search as a means of assuring excellence in academic library leadership positions in the future. Broken out by public or private status    
Table 4.4.4 Rank conducting exhaustive executive search as a means of assuring excellence in academic library leadership positions in the future. Broken out for Carnegie class or type of college    
Table 4.4.5 Rank conducting an exhaustive executive search as a means of assuring excellence in academic library leadership positions in the future. Broken out by enrollment    
Table 4.4.6 Rank conducting exhaustive executive search as a means of assuring excellence in academic library leadership positions in the future. Broken out by tuition, $    
Table 5.1 As a gut feeling do you feel that your library’s next chief executive should come from within your institution or from another institution?    
Table 5.2 As a gut feeling do you feel that your library’s next chief executive should come from within your institution or from another institution? Broken out by age range    
Table 5.3 As a gut feeling do you feel that your library’s next chief executive should come from within your institution or from another institution? Broken out by public or private status    
Table 5.4 As a gut feeling do you feel that your library’s next chief executive should come from within your institution or from another institution? Broken out for Carnegie class or type of college    
Table 5.5 As a gut feeling do you feel that your library’s next chief executive should come from within your institution or from another institution? Broken out by enrollment    
Table 5.6 As a gut feeling do you feel that your library’s next chief executive should come from within your institution or from another institution? Broken out by tuition, $    
Table 6.1 About what percentage of the library 's top positions do you feel should be and will likely be filled internally and what percentage externally    
Table 6.2 About what percentage of the library 's top positions do you feel should be and will likely be filled internally and what percentage externally Broken out by age range    
Table 6.3 About what percentage of the library 's top positions do you feel should be and will likely be filled internally and what percentage externally Broken out by public or private status    
Table 6.4 About what percentage of the library 's top positions do you feel should be and will likely be filled internally and what percentage externally Broken out for Carnegie class or type of college    
Table 6.5 About what percentage of the library 's top positions do you feel should be and will likely be filled internally and what percentage externally Broken out by enrollment    
Table 6.6 About what percentage of the library 's top positions do you feel should be and will likely be filled internally and what percentage externally Broken out by tuition, $    
What measures has your library taken to assure effective leadership over the next five years and beyond? Broken out for Carnegie class or type of college    
Table 7.1 Authority to hire for the top 4 or 5 positions at your library resides to what extent with the current library management?    
Table 7.2 Authority to hire for the top 4 or 5 positions at your library resides to what extent with the current library management? Broken out by age range    
Table 7.3 Authority to hire for the top 4 or 5 positions at your library resides to what extent with the current library management? Broken out by public or private status    
Table 7.4 Authority to hire for the top 4 or 5 positions at your library resides to what extent with the current library management? Broken out for Carnegie class or type of college    
Table 7.5 Authority to hire for the top 4 or 5 positions at your library resides to what extent with the current library management? Broken out by enrollment    
Table 7.6 Authority to hire for the top 4 or 5 positions at your library resides to what extent with the current library management? Broken out by tuition, $    

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