The structure and experience of interim roles in academic health sciences libraries

Abstract

Objective: Interim leadership roles are commonly used in academic libraries to ensure continuity and oversight within the organization. Interim roles can be rewarding but fraught with challenges, including the assumption of responsibilities in unstable environments, unclear expectations, and poor organizational preparedness. This article presents findings from a survey of librarian’s experiences serving in interim leadership positions.

Methods: A survey was designed to capture perceptions of the structure of the leadership position and the experience of the interim leaders. It was distributed via social media and through health sciences library listservs. Responses were analyzed using descriptive statistics and exploratory one-way ANOVA to test for response differences between respondent sub-groups.

Results: Fifty-four complete responses were collected. Respondents were predominantly White (89%) and female (77%). Seventy percent of respondents had worked in health sciences libraries for 11-25 years. Respondents indicated that expectations, expected duration, and transition plan for the role were unclear. Policies and procedures related to the interim role were lacking. Respondents agreed that full authority and acceptance were given as part of the role. There were statistically significant differences in responses relating to authority, retention, and acceptance by gender and race.

Conclusions: Results show that interim leaders were given adequate authority and support, but that organizations were not necessarily prepared for the interim leader, lacking policies, procedures, and clear expectations related to the position.  Libraries can better prepare for the future by creating permanent structures and policies to facilitate the transition into and out of interim leadership.