The Library and Information Science (LIS) literature has made clear that academic libraries in the U.S. have experienced decades of hiring freezes and budget cuts that reduced staffing overall and eliminated many middle management positions. Consequently, now that baby boomer library managers and administrators are beginning to retire, there are few qualified applicants to replace them. Thus, many in the LIS field have called for better succession planning by top-level library administrators (e.g., Deans, Directors, University Librarians). Few studies, however, have directly addressed this issue by examining these administrators' perceptions or behavior regarding succession planning. This study begins to fill this literature gap through semi-structured interviews with all 10 of the University Librarians (ULs) in the University of California (UC) system. The study employed a case study/cross-case analysis design; each participant-UL was considered a case. During data analysis, a within-case thematic analysis was conducted for each participant and then a cross-case analysis was undertaken to compare and contrast the ULs' perspectives on succession planning. A theoretical framework drawn from the field of sociology was used to better understand the perceptions and behavior of participant-ULs regarding this topic. This framework suggested examining the structure and culture of the context in which each UL worked, as well as the perceived agency of each participating UL. This study's findings suggest that structure, culture, and agency can significantly impact how and why the ULs engage or do not engage in succession planning. For example, the retirement pension for UC employees encourages long-term retention, which leads to low employee turnover. A static population may resist a ULs' attempts at cultural change. Thus, both low turnover and resistance to change can make succession planning a challenge for ULs. The results of this study contribute to both LIS literature and practice in at least two ways. First, this study's findings could be useful to other academic library administrators, given that the study identifies potentially transferable strategies that the ULs in the study are utilizing to succession plan. Second, this study helps further a conversation in the disciplinary literature about how and why to develop future library leaders.

Succession Planning in Canadian Academic Libraries explores the current Canadian academic library environment, and the need for succession planning in that environment. The literature review demonstrates the lack of reported succession planning activities in Canadian academic libraries. Site visits and in-depth interviews with professional librarians at six libraries across Canada highlight best practices and barriers to succession planning. These best practices and barriers are addressed in individual chapters, with tips and strategies for library leaders. - Focuses on the Canadian academic library - Includes a comprehensive literature review on succession planning in academic libraries - Provides evidence-based approach to why succession planning is or is not happening in Canadian academic libraries

As the baby boomer generation begins to retire, the focus shifts to the next generation of global leaders in diverse industries. Within the field of library science, succession planning has become a topic of interest to ensure the success of future libraries as the workforce shifts and enable up-and-coming leaders. Succession Planning and Implementation in Libraries: Practices and Resources provides valuable insight into the process of implementing succession planning in libraries. This book delves into the challenges and possibilities of a succession plan’s effect on the success of library organizations. Human resources officers, library administrators, academicians, and students will find this book beneficial to furthering their understanding of current practice in succession planning.

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Offers advice to administrators of libraries of all sizes to dealing with succession planning and other aspects of change, detailing how to spot potential leaders, encourage professional growth, motivate employees, and develop high-quality performers.