14 research outputs found
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Interim Leadership by the Numbers: Leadership Turnover in Academic Libraries
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Getting into the club: Existence and availability of mentoring for tenured academic librarians
Great attention has been devoted to mentoring for early-career librarians, but little has been paid to the post-tenure experience of academic librarians. Researchers sought to understand the mentoring experiences and barriers to promotion for academic librarians who hold faculty status at public R1 institutions. Surveys sent to tenured academic librarians at 40 institutions invited them to share their experiences with post-tenure mentoring, promotion, and professional development. The study suggests that few structured mentoring programs exist for post-tenure faculty librarians. Additionally, results suggest that five factors influence intent to seek promotion: financial, political, workload, work/life balance, and process/procedural
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Introduction: Question Your Assumptions About Interim Appointments
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Interim Leadership in Libraries: Building Relationships, Making Decisions, and Moving On
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#MeToo in the Academic Library: A Quantitative Measurement of the Prevalence of Sexual Harassment in Academic Libraries
The #metoo movement has prompted national discussions about workplace sexual harassment. Social science research suggests that female-dominated professions experience a high degree of workplace sexual harassment from supervisors, coworkers, and clients. Anecdotal evidence suggests that librarians experience sexual harassment. The authors administered a vetted, widely used survey to quantitatively measure for the first time how widespread sexual harassment is within academic libraries.</div
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Cultural Heritage and the Campus Community: Academic Libraries and Museums in Collaboration
This chapter describes the broad set of collaborations that have existed for nearly a decade between the University Libraries and the Natural History Museum at the University of Colorado, Boulder. This collabo- rative partnership focuses on areas of collection management, access, user engagement, and programming as well as joint-use facility devel- opment. Continued program, accessibility, stewardship, and shared facility development will build on the sturdy foundations of shared opportunities and challenges that have defined current high levels of collaborations between these two CU-Boulder campus units.</p
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Global English in the Humanities? A Longitudinal Citation Study of Foreign-Language Use by Humanities Scholars
The authors counted 16,138 citations within 468 articles found in four journals from history, classics, linguistics, and philosophy in the years 1962, 1972, 1982, 1992, and 2002 in order to identify trends in foreign-language citation behavior of humanities scholars over time. The number of foreign-language sources cited in the four subjects has not declined over time. Consistent levels of foreign-language citation from humanities scholars indicate a need for U.S. research libraries to continue to purchase foreign-language materials and to recruit catalogers and collection development specialists with foreign-language knowledge
Where Does the Money Go? Creating Transparency in Libraries Operational Budgeting
Operating and personnel budgets encompass the majority of spending in academic libraries, but are often decided with little process or participation. Transparent budget processes for assigning this funding provide the opportunity for widespread clarity and understanding of how budgets are used, and how to acquire funding. The budget model described offers one way to help ensure that every voice in the library has the opportunity to share their ideas for improvements, programs, personnel, and events