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At the University of Wollongong (UOW) Library, we created a vision for digital transformation through the Future-Ready Library Strategy (University of Wollongong Library, 2018). This was a conscious commitment to becoming a 'digital-first' library and with a strategic and disruption-ready mindset already in place at the onset of the COVID-19 pandemic, we were able to apply and accelerate many of our planned initiatives. At the start of the crisis, the library leadership team adopted a business continuity approach to decision making, inclusive of representatives of critical service areas for regular and frequent discussion and action. This approach enabled the sustained delivery of core and critical resources and services while remaining aligned to the vision (University of Wollongong, n.d.). This case study examines the strategies and approaches taken at UOW Library over the past five years and outlines our successes and challenges through change leadership that we believe goes beyond change management and to the heart of our people centred approach to leading in the library. [ABSTRACT FROM AUTHOR]

During the COVID-19 crisis, leaders of academic libraries had to make various decisions to retain library relevance and maintain essential services. The COVID-19 crisis raised the question of libraries' value to their universities more than ever. Libraries were facing financial difficulties but also operational challenges due to the services built around physical libraries. This paper uses a mixed methods approach to investigate academic library leaders' decision-making during the first year of the COVID-19 crisis. It combines quantitative and qualitative data from previous studies with primary data collected by the author to determine what kind of decisions university library leaders faced during the crisis and why. These studies show that leaders were concerned about the following main challenges: lack of access to physical services and collections, the safety of staff and patrons, new ways of working, and the library's role during the crisis. The results show that library leaders made decisions in smaller groups or some cases, individually due to the lack of time or information. While there have been numerous studies on libraries' response to the COVID-19 crisis in the past three years, this paper focuses mainly on academic library leaders and their decision-making to solve the crisis for their libraries. [ABSTRACT FROM AUTHOR]

Middle managers in academic libraries are often the first point of contact for employees within their departments. Middle managers work as colleagues, advocates, and project managers. While the responsibilities may vary between institutions, it is essential that middle managers develop leadership skills to function effectively in their positions. In the era of COVID-19, middle managers must reconcile their own expectations of their role with the changing needs and responsibilities of those they manage. COVID-19 is a complex phenomenon that has brought many issues such as health and social inequity to the forefront. These issues should be considered in leadership techniques that are utilized by middle managers in academic libraries. When leading a department, the manager must consider the whole person. This column will discuss several leadership styles that consider the whole person and can be effective for academic library middle managers as they navigate the complexities of their positions in the COVID-19 Era. [ABSTRACT FROM AUTHOR]

This study was conducted to systematically collect and analyze the literature on academic library leaders focusing on the challenges faced by them, the set of skills needed to overcome these challenges, and ways for them to develop these leadership skills. A systematic literature review was conducted of the relevant studies published in the first two decades of the 21st century by following the Preferred Reporting Items for Systematic Literature Review and Meta-Analyses (PRISMA) guidelines. Five major scholarly databases (Scopus, Web of Science, Library, Information Science & Technology Abstracts (LISTA), Library and Information Science Abstracts (LISA), and Google Scholar) were searched for the relevant literature. It was found that rapid change, primarily a consequence of rapid technological innovation, continued to present a fundamental challenge for the profession. It emerged that library leaders needed to be visionary and innovative with effective communication and social skills to encourage a collaborative and agile culture in academic institutions. It was also found that the development of library leadership skills has been a comparatively neglected area in the library profession especially for junior and mid-career library professionals. [ABSTRACT FROM AUTHOR]