The paper aims to provide an overview of the background and context of the decision by a Canadian research library to invest in developing and implementing its own in‐house library leadership development program (LLDP).
This paper is a case study and is presented in three parts: leadership circumstances within the Canadian research libraries, with particular reference to The Future of Human Resources in Canadian Libraries (the 8Rs Study), the University Library at the University of Saskatchewan and its Strategic Plan, with particular reference to its relationship and engagement strategy and other strategic HR initiatives; and the conceptualisation, content and competencies of the LLDP. This paper discusses why and how a leadership development program has been implemented.
The paper shows that LLDP is a work‐in‐progress and is a practical step in a journey to change organizational culture, and build individual and organizational leadership capacity.
While some of the context is Canadian specific, the local strategy implementation has relevance and applicability in other academic and research library contexts.
This paper provides a discussion of current leadership challenges for Canadian research libraries, including a leadership development strategy exemplified by the experiences and work underway at the library at the University of Saskatchewan.
