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Leading Through a Crisis: The Application of Servant Leadership During COVID-19

dc.contributor.authorPiorun, Mary E
dc.contributor.authorRaboin, Regina Fisher
dc.contributor.authorKilham, Jessica
dc.contributor.authorMeacham, Martha E.
dc.contributor.authorOkyere, Vivian
dc.date2022-08-11T08:09:17.000
dc.date.accessioned2022-08-23T16:24:52Z
dc.date.available2022-08-23T16:24:52Z
dc.date.issued2021-03-01
dc.date.submitted2021-04-12
dc.identifier.citation<p>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.), <em>Handbook of Research on Library Response to the COVID-19 Pandemic</em> (pp. 1-17). IGI Global. http://doi:10.4018/978-1-7998-6449-3.ch001.</p>
dc.identifier.doi10.4018/978-1-7998-6449-3.ch001
dc.identifier.urihttp://hdl.handle.net/20.500.14038/36217
dc.description.abstractIn 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.
dc.language.isoen_US
dc.publisherIGI Global
dc.relation.urlhttps://doi.org/10.4018/978-1-7998-6449-3.ch001
dc.rightsCopyright © 2021, IGI Global. This chapter published as an Open Access Chapter distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/4.0/) which permits unrestricted use, distribution, and production in any medium, provided the author of the original work and original publication source are properly credited.
dc.rights.urihttp://creativecommons.org/licenses/by/4.0/
dc.subjectCOVID-19
dc.subjectPandemic
dc.subjectHealth Sciences Libraries
dc.subjectLeadership Theory
dc.subjectCrisis Management
dc.subjectChange Management
dc.subjectRobert Greenleaf
dc.subjectUniversity of Massachusetts Medical School
dc.subjectShared Vision
dc.subjectRemote Work
dc.subjectStaff Engagement
dc.subjectLeadership Studies
dc.subjectLibrary and Information Science
dc.subjectOrganizational Behavior and Theory
dc.titleLeading Through a Crisis: The Application of Servant Leadership During COVID-19
dc.typeBook Chapter
dc.source.booktitleHandbook of Research on Library Response to the COVID-19 Pandemic
dc.identifier.legacyfulltexthttps://escholarship.umassmed.edu/cgi/viewcontent.cgi?article=1237&amp;context=lib_articles&amp;unstamped=1
dc.identifier.legacycoverpagehttps://escholarship.umassmed.edu/lib_articles/228
dc.identifier.contextkey22447409
refterms.dateFOA2022-08-23T16:24:52Z
atmire.contributor.authoremailregina.raboin@umassmed.eduen_US
atmire.contributor.authoremailmary.piorun@umassmed.eduen_US
html.description.abstract<p>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.</p>
dc.identifier.submissionpathlib_articles/228
dc.contributor.departmentLamar Soutter Library
dc.source.pages1-17


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Copyright © 2021, IGI Global. This chapter published as an Open Access Chapter distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/4.0/) which permits unrestricted use, distribution, and production in any medium, provided the author of the original work and original publication source are properly credited.
Except where otherwise noted, this item's license is described as Copyright © 2021, IGI Global. This chapter published as an Open Access Chapter distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/4.0/) which permits unrestricted use, distribution, and production in any medium, provided the author of the original work and original publication source are properly credited.