Organizational Learning Theory and the Library Culture: Identifying Factors That Influence Organizational Learning in Libraries Dr. Tracy Bertram-Elliott ALA San Francisco June 27, 1015

Organizational Learning

Four I’s Framework of Organizational Learning (Crossan et al., 1999)

Transformational and Transactional Leadership

Organizational Learning: single loop, double loop Library Employee Characteristics: age, gender, level of education, job duties, rank, years of experience, time in current position Academic Library Characteristics: institution type, size of institution, educational background of dean/director, director/dean reporting line, organizational structure, librarian to student ratio Library Leadership Characteristics: Transformational Leadership; idealized influence, inspirational motivation, intellectual stimulation, individualized consideration Transactional Leadership: contingent reward, management-by- exception (active and passive), laissez-faire leadership Conceptual Framework

Leadership Characteristics (e.g transformational, transactional, passive- avoidant) Organizational Learning (e.g. single loop, double loop: high, medium, low) Library Employee Characteristics (e.g. age, rank, time in position) Academic Library Characteristics (e.g. reporting line of authority, librarian/student ratio, support for professional development)

Methodology A quantitative survey research design: allows researchers to collect and measure data on variables related to the theoretical framework the researchers use to approach a problem (Rea & Parker, 2012)

Sampling Convenience sample (Patton, 2002) Voluntary participants Listserv postings to three Association of Research Libraries listservs reflecting types-of- libraries; 2 year colleges, 4 year colleges, and university libraries 6,295 subscribers Drawing to win a $250 gift certificate from giftcertificates.com

Scoring answers for the PPOLQ The PPOLQ scores for no, low, medium, and high organizational learning capacity. The scale is 0-3 (Chen, 2006). 0 to.4Little or no organizational learning Little or no single-loop learning.5 to 1.4 Low organizational learning capacity Primarily single-loop learning 1.5 to 2.4 Medium organizational learning capacity Single and double-loop learning 2.5 to 3.0 High organizational learning capacity Primarily double-loop learning

Scoring answers for the MLQ The MLQ scores leadership styles. The scale is 0- 4 (Bass & Avolio, 2004). Scores are compared to leaders who have been rated by those at a lower organizational level. Transformational Leadership Idealized Influence (attributes and behaviors) Inspirational Motivation Intellectual Stimulation Individualized Consideration Transactional Leadership Contingent Reward Management-by-Exception: Active Passive-Avoidant Leadership Management-by-Exception: Passive Laissez Faire

Leadership and Organizational Learning in Academic Libraries Survey: Organizational Learning Scores by Library Employee Characteristics (examples: 2 out of 8 studied )

Leadership and Organizational Learning in Academic Libraries Survey: Organizational Learning Scores by Library Institutional Characteristics (examples: 3 of 10 studied) Total

Transformational Leadership and Organizational Learning

Transactional Leadership and Organizational Learning

Passive-Avoidant Leadership and Organizational Learning

Rank Head of the Library Librarian Department Supervisor Organizational Learning (M = 2.38) Organizational Learning (M = 2.18), p =.004 Organizational Learning (M = 2.06), p =.000 Idealized Influence Attributes (M = 3.24), p =.005 Inspirational Motivation (M = 3.34), p =.005 Idealized Influence Attributes (M = 3.77) Inspirational Motivation (M = 3.84) Management-by-Exception: Active (M = 2.06) Management-by-Exception: Active (M = 2.51), p =.000

Job Duties ORGANIZATIONAL LEARNING 18% of the Variance (Medium Effect) IDEALIZED INFLUENCE (Attribute) 4% of Variance (Small Effect) INSPIRATIONAL MOTIVATION 4% of Variance (Small Effect)

Job Duties AdminUser Services Computer/Other Technical Services Organizational Learning (M = 2.32) Organizational Learning (M = 2.07), p =.000 Organizational Learning (M = 2.07) Idealized Influence Attributes (M = 3.73) Idealized Influence Attributes (M = 3.27) Inspirational Motivation (M = 3.85) Inspirational Motivation (M = 3.39)

Post Hoc (Scheffe) for Support for Professional Development Generous both Some of both Encouragement No Financial Vs. Financial No Encouragement No support = Significantly (p <.01) higher scores Measures: Organizational Learning Transformational Leadership Transactional Leadership (contingent reward only)

Post Hoc (Scheffe) for Support for Professional Development No support vs. Generous both Some of both Encouragement No Financial = Significantly (p <.01) lower scores Measures: Passive-Avoidant Leadership

Organizational Learning in Academic Libraries Rank + Job Duties Support for Professional Development (with encouragement) + Size (FTE) + Reporting Line of Authority Transformational Leadership Characteristics: Idealized Behavior + Inspirational Motivation Significant Predictor Models MEDIUM EFFECT SIZE LARGE EFFECT SIZE Be A Transformational Leader!! Talk about values and beliefs Create a collective sense of vision Talk optimistically about the future Articulate a compelling vision Be A Transformational Leader!! Talk about values and beliefs Create a collective sense of vision Talk optimistically about the future Articulate a compelling vision

Significant Differences in Measures Rank (Head of Library vs. Dept. Heads and Librarians) Job Duties (Administrative vs. Tech Services & User Services) Type of Institution Support for Professional Development (with encouragement vs. no encouragement) Organizational Learning Leadership Characteristics Small effect size Medium effect size Medium effect size on OL and small on Leadership