Proceedings of the 8th International Conference on Intellectual ...

Organizational Learning and Transformational Leadership
in Higher Education
Irra Chrisyanti Dewi
Department <strong>of</strong> Management, STIE IEU Surabaya, Indonesia
irra_c_dewi@yahoo.co.id
Abstract: This study aims to provide in-depth review <strong>of</strong> transformational leadership style and its relationship with
organizational learning on library staff. By expanding <strong>the</strong> library literature related to leadership style, learning and
organizational transformation, with concepts derived from <strong>the</strong> relevant management literature and according to
<strong>the</strong> perceptions <strong>of</strong> respondents based on questionnaires that have been distributed. The librarian is undergoing
organizational learning and transformational leadership style that seeks to adapt to rapid change.
Transformational leadership style can be learned and applied by <strong>the</strong> librarian. Self-assessment tool based on <strong>the</strong>
adaptation <strong>of</strong> multi-factor leadership questionnaire (MLQ) is actually made by Bass and Avolio and developed by
Castiglione (2006) to study leadership styles in business, industry and military. The relevance <strong>of</strong> environmental
assessment tools with a library should be clarified using <strong>the</strong> "simple regression analysis" as a formal statistical
studies that assess <strong>the</strong> leadership styles and organizational learning. This research provides a useful literature
review for <strong>the</strong> library and management related to organizational learning and leadership styles. This information
is presented with <strong>the</strong> aim <strong>of</strong> increasing awareness, debate and additional research. This tool will allow library
pr<strong>of</strong>essionals to determine informally <strong>the</strong> level <strong>of</strong> organizational culture that is transformational or transactional.
Keywords: organizational learning, transformational leadership, librarian, higher education
1. Introduction
Technical and managerial skills are needed in running <strong>the</strong> library. Apart from inter-library loan service
more efficient, <strong>the</strong> nature and level <strong>of</strong> technological change is only a small impact on <strong>the</strong> operation <strong>of</strong>
<strong>the</strong> library. Thus, self-satisfaction may have dominated pr<strong>of</strong>essional thinking. For example, McMullen
(1995), associate pr<strong>of</strong>essor <strong>of</strong> library science at Indiana University, stated that <strong>the</strong> librarian in 2005,
will manage <strong>the</strong> library using <strong>the</strong> same mechanical devices that have been <strong>the</strong>re before. According to
Zhao and Resh (2001), <strong>the</strong> Internet has changed <strong>the</strong> entire process <strong>of</strong> creating, distributing, searching
and dissemination <strong>of</strong> knowledge. Information paradigm shift emphasis on digital resources and
electric transmission system to be representative <strong>of</strong> what has been called by Andrew Grove, Intel's
old leader, as a strategic point. Grove (1996) find strategic points during <strong>the</strong> foundation <strong>of</strong> business
life will change. According to <strong>the</strong> Grove (1996), changes are <strong>of</strong>ten <strong>the</strong> basis for <strong>the</strong> development <strong>of</strong>
strategic points which deliver competition, new products or services to <strong>the</strong> process <strong>of</strong> innovation and
substitution. Strategic point may mark <strong>the</strong> beginning <strong>of</strong> <strong>the</strong> cycle <strong>of</strong> new information and market
success in a career person, corporation or industry, or may be <strong>the</strong> start <strong>of</strong> a long decline for those
involved in business and management practices that are not flexible. Impact <strong>of</strong> strategic points,
affecting <strong>the</strong> enterprise and spread to all industries, as well as changing <strong>the</strong> competitive field.
Although <strong>the</strong> librarian argued about what level <strong>of</strong> technological change and <strong>the</strong> emergence <strong>of</strong>
corporate competition (Google) and o<strong>the</strong>r content acquisition program will affect <strong>the</strong> practice
keperpustakaan (Bell, 2005), reviews <strong>the</strong> literature on <strong>the</strong> library shows that many colleagues who
adapt <strong>the</strong>ir service model strategically as an effort to identify and serve <strong>the</strong> needs <strong>of</strong> new customers.
Similarly, services that facilitate <strong>the</strong> adaptation <strong>of</strong> a desire most senior librarian for out <strong>of</strong> <strong>the</strong>
technique <strong>of</strong> rigid command and control and trying new management system based on <strong>the</strong> concept <strong>of</strong>
organizational learning. Although <strong>the</strong> pr<strong>of</strong>ession in general, <strong>the</strong> authors give a good response to <strong>the</strong>
ongoing technical change, lack <strong>of</strong> resources and <strong>the</strong> librarian create a new managerial challenge for
librarians, which raises serious concerns on <strong>the</strong> ability <strong>of</strong> academic libraries to recruit and retain an
adequate number <strong>of</strong> librarians in an effort to bridge <strong>the</strong> gap labor between <strong>the</strong> number <strong>of</strong> librarians will
be retiring and <strong>the</strong> number <strong>of</strong> librarians who will be hired in <strong>the</strong> coming years. The report shows that
those who have certification as a librarian would occupy key positions managing <strong>the</strong> workforce
consists <strong>of</strong> people with different pr<strong>of</strong>essional skills. Lack <strong>of</strong> labor will affect public libraries, schools
and special. It seems clear that <strong>the</strong> management tools and skills <strong>of</strong> senior library staff will determine
<strong>the</strong> continuation rates in developing library services that are useful when facing technical changes
that continue to occur, <strong>the</strong> limited budget and lack <strong>of</strong> project personnel.
Changes in management, according to Shoaf (2004) requires a different set <strong>of</strong> leadership skills. In
response, librarians use management techniques that do not much depend on command and control
protocol, especially <strong>the</strong> emphasis on management practices that encourage communication among
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