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39,1/2 Adaptive leadership in
academic libraries
Gabrielle Ka Wai Wong and Diana L.H. Chan
Library, Hong Kong University of Science and Technology, Hong Kong,
106 Hong Kong
Received 20 June 2017
Revised 20 June 2017 Abstract
Accepted 20 August 2017
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.
Keywords Leadership, Adaptive leadership, Change management, Academic libraries, Leader roles,
System thinking
Paper type Conceptual paper
Introduction
The traditional metaphor of seeing a library as “the heart of a university” is losing ground.
A modern academic library may be more like a crossroads community, in which users are
provoked and enabled to challenge their current knowledge (Fowler, 2016). How can librarians
lead academic libraries to adapt to changing environments, and evolve from a traditional
collection-centric organization to an engaging, dynamic “crossroads community”?
The model of adaptive leadership, developed by Professor Ronald Heifetz of Harvard
University since 1994, emphasizes leading changes when organizations have to adapt to a
radically altered environment (Heifetz, 1994). Challenges that confront academic libraries
nowadays rarely come with clear boundaries; they even not present themselves with any
pre-defined paths to solutions. Libraries must explore the ways to tackle them, not only to
evolve to new roles, but also to thrive in these new roles. Adaptive leadership is, therefore,
a practice with good potential to guide academic libraries through complex challenges
and changes.
This paper outlines the core ideas of adaptive leadership and relates them to library
challenges. Recent initiatives of the Hong Kong University of Science and Technology
(HKUST) Library are used as cases to illustrate how the model may guide our focus to
finding leverage points.
114 Note
1. www.ust.hk/about-hkust/rankings/
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Corresponding author
Gabrielle Ka Wai Wong can be contacted at: lbgabi@ust.hk
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