In response to the COVID-19 pandemic, the Lamar Soutter Library was faced with moving off campus and into a remote work environment. As the crisis unfolded, it was critical for staff to experience a unified leadership team that was dedicated to their well-being, empathetic to the unprecedented situation, and committed to providing exceptional service. At that time, library leaders made a conscious decision to apply the principles of servant leadership as the framework for how, as a team, the library would see its way through the pandemic. What follows is a case study in the application of servant leadership in an academic health sciences library during the COVID-19 crisis.
- COVID-19,
- Pandemic,
- Health Sciences Libraries,
- Leadership Theory,
- Crisis Management,
- Change Management,
- Robert Greenleaf,
- University of Massachusetts Medical School,
- Shared Vision,
- Remote Work,
- Staff Engagement
Piorun, M., Raboin, R. F., Kilham, J., Meacham, M., & Okyere, V. (2021). Leading Through a Crisis: The Application of Servant Leadership During COVID-19. In Holland, B. (Ed.), Handbook of Research on Library Response to the COVID-19 Pandemic (pp. 1-17). IGI Global. http://doi:10.4018/978-1-7998-6449-3.ch001. Link to chapter on publisher's website
Available at: http://works.bepress.com/regina_raboin/16/