| dc.contributor.author | Gilstrap, Donald L. | |
| dc.date.accessioned | 2013-11-07T19:57:28Z | |
| dc.date.available | 2013-11-07T19:57:28Z | |
| dc.date.issued | 2009-01 | |
| dc.identifier.citation | Gilstrap, Donald L. 2009. A complex systems framework for research on leadership and organizational dynamics in academic libraries -- portal: Libraries and the Academy, v.9 no.1, January 2009 pp. 57-77 | 10.1353/pla.0.0026 | en_US |
| dc.identifier.issn | 1531-2542 | |
| dc.identifier.issn | 1530-7131 | |
| dc.identifier.uri | http://dx.doi.org/10.1353/pla.0.0026 | |
| dc.identifier.uri | http://hdl.handle.net/10057/6639 | |
| dc.description | The definitive copy of the article posted on SOAR with accordance to the policies of the publisher: The Johns Hopkins University Press. | |
| dc.description.abstract | This article provides a historiographical analysis of major leadership and organizational development theories that have shaped our thinking about how we lead and administrate academic libraries. Drawing from behavioral, cognitive, systems, and complexity theories, this article discusses major theorists and research studies appearing over the past century. A complex systems framework is then proposed for future research on leadership and organizational development surrounding change in academic libraries and professional responsibilities. | en_US |
| dc.language.iso | en_US | en_US |
| dc.publisher | The Johns Hopkins University Press | en_US |
| dc.relation.ispartofseries | portal: Libraries and the Academy;v.9 no.1 | |
| dc.subject | Leadership | en_US |
| dc.subject | Education | en_US |
| dc.subject | Development | en_US |
| dc.subject | Organizational change | en_US |
| dc.subject | Academic libraries | en_US |
| dc.subject | Complex system framework | en_US |
| dc.title | A complex systems framework for research on leadership and organizational dynamics in academic libraries | en_US |
| dc.type | Article | en_US |
