522071 SGOXXX10.1177/2158244014522071SAGE OpenOyelude and Oladele
research-article2014
Article
SAGE Open
The Leadership Dimension in Information January-March 2014: 1 –9© The Author(s) 2014
DOI: 10.1177/2158244014522071
and Communication Technology sgo.sagepub.com
Adoption in African Libraries
Adetoun A. Oyelude1 and Benedict A. Oladele1
Abstract
The article focuses on leadership challenges in adaptation to Information and Communication Technologies (ICTs) in African 
libraries. It identifies and discusses the need for adequate leadership styles and behavior in the bid to adapt effectively to new 
technologies. Online survey, observation arising from personal professional practice experience, personal communication, 
and interview methods were used to gather data for the study. Older library professionals, many of whom are still very visible 
across the leadership strata of libraries, were found to exhibit diverse attitude to the adaptation to ICTs deployment and 
use in their libraries. Some library leaders and older generation professionals were discovered to react somewhat negatively 
to changes in technology used in their libraries, preventing the younger professionals from performing to full capacity, and 
generally showing nonchalance to new technologies. Proper training and retraining, mentoring, and harnessing the synergy 
of ideas, with respectful communication from new generation library professionals, was found to be desirable. Change 
management workshops and implementation of standard ethics of the profession are recommended, while emphasis is put 
on the need for library professionals to overcome their technophobia and take leadership in adapting to move the library 
and information profession forward.
Keywords
libraries, information science, social sciences, library profession, information science, information technology, leadership, 
organizational behavior, management, organizational communication, human communication, communication studies, 
communication, Africa, area studies, humanities, higher education, education
Introduction technology required. Library professionals are sometimes 
reluctant to change from their normal routines especially 
Utilization of Information and Communication Technologies when the change involves using new technology (Adekunle, 
(ICTs) brings about challenges to information access in Omoba, & Tella, 2007); yet, human resources are a key fac-
libraries, and requires librarians to learn and apply new skills tor that should be developed in the change to new ICTs in 
on a daily basis, other than the traditional one of flipping libraries.
through card or book catalogs, registering library users man- In African libraries, there is lack of adequate infrastruc-
ually, charging and discharging library materials in and out at ture to support new technology, poor funding for new tech-
the circulation desk and answering reference queries. The nology acquisition, and low technology use. In addition, 
more usual services nowadays are provided electronically or leadership issues keep cropping up in libraries as the differ-
online through Online Public Access Catalogs (OPACs), ent leadership styles of the managers of the library keep 
online registration of users, reference services, and so on. affecting staff who have to keep adjusting to each successive 
The nature of the roles of librarians is therefore changing, leader. As a matter of fact, the claim is that libraries have 
and so are the professional codes of ethics. been “over-managed and under-led” (Riggs, 2001).
New skills necessary are those of negotiating license The quality of leadership in libraries can contribute to 
agreements, database management, computer literacy, and a employees’ satisfaction level (Leysen & Boydston, 2009) 
host of others. Along with traditional ethical conflicts, librar-
ies are faced with the new challenges of providing equitable 
access to their library collections’ (Haliso, 2011; Ikem & 1University of Ibadan, Ibadan, Nigeria
Ojo, 2003). The fact that librarians have been early adopters 
of technology which has increased their ability to provide Corresponding Author:
Adetoun A. Oyelude, Kenneth Dike Library, University of Ibadan, Ibadan, 
services to their patrons has been reiterated by Mathews and 200001, Nigeria. 
Pardue (2009). These skill sets are evolving with the Email: toyelude@yahoo.com; aa.oyelude@mail.ui.edu.ng
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and different leadership styles make or mar the library. older professionals who are usually at the helm of affairs 
Shared leadership and teambuilding as leadership strategy have very limited capability for technology utilization, the 
(Cawthorne, 2010) is considered ideal by some scholars, younger librarians who are usually more ICT vibrant are not 
while others, however, see library leadership as more of hav- trusted enough to manage ICT-related projects by the older 
ing the ability for being persuasive of those they lead (Aho & ones. More importantly, many of the older librarians with 
Bennet, 2010). Duren (2013) researched library leadership very limited ICT utilization capability feel threatened by 
and concluded that transactional and transformational lead- their younger colleagues with regard to displacement from 
ership styles are effective, especially with leaders employing their position. Many are unable to adapt to the “affronts” of 
competent communication skills. In addition, Management their counterparts and this state of affairs has a way of affect-
by Objectives as a participative method can support the han- ing policies and plans for the deployment of information 
dling of major changes (Duren, 2013). technologies in many libraries.
Leadership behavior is another issue that has been 
explored. Leadership behaviors according to Raimi-Akinleye Objectives of the Study
(2010) are of four types—directive clarifying leader behav-
ior, supportive leader behavior, participative leader behavior, The objectives of this study were as follows:
and achievement-oriented behavior—and they are needed to 
bring about employee engagement and satisfaction. Directive 1. to find out what leadership styles are necessary to 
clarifying leader behavior is directed toward followers’ ensure proper adaptation to ICT in libraries;
expectations and is used to give specific guidance and clarify 2. to find out what leadership behaviors are necessary to 
policies, rules, and procedures. Supportive leader behavior is ensure proper adaptation to ICT in libraries;
geared toward followers’ needs and preferences and is 3. to find out what solutions can be proffered to the 
expressed in the leader showing concern for followers’ wel- leadership problem; and
fare and creating a friendly supportive work environment. 4. to discuss the implications of the library leadership 
Participative leader behavior encourages participation of fol- problems among information professionals and how 
lowers in decision making and work-unit operations, seeking this impacts on the deployment of information tech-
the opinion of followers. Achievement-oriented behavior is nologies in many University libraries in Africa.
geared toward performance and encourages excellence in 
performance, making the followers more assertive and striv- Answers to the following research questions were there-
ing for higher standards. fore sought:
Because leadership behaviors are “like house paint that 
shows off the beauty of a house,” and are “signs and symbols Research Question 1: What leadership styles are neces-
of the organization that point out the direction in which the sary to ensure proper adaptation to ICT in libraries?
leaders are dreaming of going” (Raimi-Akinleye, 2010, p. Research Question 2: What leadership behavior is nec-
79), they are leadership factors that have an implication for essary to ensure proper adaptation to ICT in libraries?
library management especially in deploying ICTs in librar- Research Question 3: What solutions can be proffered to 
ies. The leadership dimension in management and adaptation the leadership problem where the leaders are not technol-
to ICTs in the libraries is therefore the focus of this article. ogy compliant?
Research Question 4: What is the relationship between 
Statement of the Problem the older and younger library professionals concerning 
adaption of new technology in libraries?
Several attempts at library automation in many African Research Question 5: What are the solutions to resis-
libraries are usually dominated by a litany of challenges tance to new technology adaptation in libraries?
ranging from limited competence to deploy the ICTs, to inad-
equacy of funding, poor infrastructure for electricity as well 
as relative high costs of the technologies. Limited compe- Method
tence to deploy the ICTs is definitely a great challenge often 
faced. This is also compounded by the fact that rapidity of A combination of personal communications in semistruc-
technology changes is so high that before the mastering of tured interviews of librarians in different libraries in Africa, 
the use of one type of technology, another newer one is out. online questionnaire survey, and observation method were 
The tendency therefore is to go to the new technology with- used in gathering data for the study. This was coupled with 
out mastering the older one. literature search from primary sources and personal experi-
There seems to be a challenge gap which is as important ence of the researchers. The Surveymonkey online software 
as any of the highlighted challenges. This has to do with the was used to administer a 10-item questionnaire to 100 
undercurrent of distrust between the older professionals and respondents from different types of libraries in Sub-Saharan 
the more ICT compliant younger professionals. While the Africa. The survey was conducted between March and July 
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Oyelude and Oladele 3
Table 1. Age Distribution of Respondents.
Age 21-25 26-30 31-35 36-40 41-45 46-50 51-55 56-60 61-65 65+
No. 0 1 2 8 9 7 7 5 1 3
% 0 2.3 4.7 18.6 20.9 16.3 16.3 11.6 2.3 7.0
2013 with reminders sent intermittently to the respondents of 
the questionnaire during the period to get them to take the Delegaon of Clarifying
survey. Twenty librarians were also interviewed during the duty leadership leadership
behavior, 25 
period. behaviour, 23
Findings Achievement- Supporve
oriented leadership
Online Survey leadership behaviour, 31
behavior, 27
At the end of the stipulated period of data collection, 43 
respondents had taken the survey. Nineteen were female Parcipave
leadership
(44.2%) and 24 male (55.8%). The age distribution of the behaviour, 38
respondents as presented in Table 1 shows that a total of 
24.6% of the respondents were below the age of 40, very 
many (75.4%) being 41 years and above. Twenty-one per- Figure 1. Leadership behavior necessary for adequate ICT 
cent (9) of those in majority were aged 41 to 45 years. adaptation.Note. ICT = Information and Communication Technology.
Research Question 1: What leadership styles are neces-
sary to ensure proper adaptation to ICT in libraries? Majority (86%) of the respondents suggested Openness to 
new ideas, then Leaders training themselves to use the tech-
The respondents were asked what leadership styles they nology properly (81.4%), allowing those with adequate tech-
felt were necessary to ensure proper adaptation to ICT in nology know-how to do the job (79.1%), understanding the 
libraries. They were to tick as many as applied. Teambuilding language of technology (60.5%), and only a few suggested 
leadership style was most favored by majority (88.4%) of using consultants to do the job (18.6%) and preventing sub-
them and Sharing leadership style was next ranked necessary ordinates from using the technology (9.3%) as solution. One 
(65.1%) followed by Exemplary leadership style (58.1%), respondent suggested that “policies or procedures that will 
Persuasive leadership style (39.5%), Assertive leadership assure subordinates that leaders are really committed to the 
style (32.6%), and least favored, Benevolent leadership style adaptation of new technology in the library should be formu-
(14%). Two (4.7%) respondents stated that Transformational lated” while another suggested “bringing as diverse a team 
leadership style was necessary and one (2.3%) said ability to together” as other possible solutions.
take calculated risks is a style that could be adopted.
Research Question 4: What is the relationship between 
Research Question 2: What leadership behavior is nec- the older and younger library professionals concerning 
essary to ensure proper adaptation to ICT in libraries? adaption of new ICTs in your library?
The leadership behavior necessary to use in ICT adapta- This question required respondents to tick as many as 
tion was demanded from the respondents who were to choose applied. The results are presented in ranked order of response 
as many as applied (see Figure 1). The results showed that in Table 2. About half of the respondents felt that there is cor-
participative leadership behavior was felt to be most needed dial relationship between the older and younger generation of 
by 88.4%, supportive leadership behavior (72.1%), achieve- library professionals in ICT deployment. An equal number 
ment-oriented leadership behavior (62.8%), and delegation (48.7%) opined that the older mentor the younger in new tech-
of duty leadership behavior (58.1%) was ranked in that order, nology deployment, the younger mentor the older in new tech-
with the least preferred being clarifying leadership behavior nology deployment and that the older are afraid of losing their 
(53.5%). jobs to the techno-savvy younger ones, respectively. Least sup-
ported is the view that there is distrust of the competency of the 
Research Question 3: What solutions can be proffered to younger professionals use the technology appropriately.
the leadership problem where the leaders are not technol- Six of the respondents however gave other suggestions 
ogy compliant? as follows: “We are complementary as there is a synergy in 
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Table 2. Relationship Between Older and Younger Professionals 1. Don’t push or require mandatory use of the technolo-
in Technology Adaptation. gies. Instead, try to engage them in a way that is not 
SN Relationship n % threatening. For example, ask them what things they 
would like to accomplish faster or easier. Try to iden-
1. There is cordial relationship 20 51.3 tify a trusted peer who would be more willing to use 
between the older and the younger technology, and tell this person to motivate his or her 
generation in technology adaptation. colleagues.
2. The older mentor the younger in new 19 48.7
technology deployment. 2. Bring a presenter that could act as a role-model for 
3. The younger mentor the older in new 19 48.7 the group. This person may be someone from their 
technology deployment. own field, someone who they can trust and who will 
4. The older are afraid of losing their 19 48.7 identify with them. Have this person illustrate how 
jobs to the techno-savvy younger technology can be of help in their work.
ones. 3. Show them how using technology is not something 
5. The younger are afraid of being 9 23.1 that you or the institution are making up, but rather 
oppressed by the older generation something that people (users, clients) are demanding. 
in technology adaptation. You can use a survey, interviews, newspaper articles, 
6. There is distrust of the competency 9 23.1 and other sources.
of the older professionals use the 
technology appropriately.
7. There is distrust of the competency 7 17.9 Very important: Shaping of a new behavior has to be done in 
of the younger professionals use the small steps. Always ensure that each step is attainable. Start 
technology appropriately. with something that is very easy; introduce the computer to 
do other things other than work, such as entertainment or 
something related to their particular interests. Use computers 
to communicate among them; watch out for situations (com-
the work which is in perfect harmony. New technologies 
petition, for instance) that can be perceived as a threat. Let 
are always based on past practices and the younger are 
them have fun! I hope this helps.
included”; “We are very small and are all the same younger 
generation in my library”; “In a well structured circum- S. A.: I am a very slow learner in using computer. I need an 
stance, there should be sharing”; “Pass. I am not sure what empathetic, patient and helpful computer trainer who can go 
constitutes younger and older”; “Age does not necessarily through with me step by step to make me really understand 
determine the expertise”; “There is usually no room for what I am doing. So far, I have not found one yet. I have only 
relationship because the person assigned to deployment met trainers who always make feel stupid and frightened to 
does it all.” move any button as any move that I make might lose my 
data! The answer to me is that we need a lot of understand-
Research Question 5: Where there is resistance to tech- ing, inspiring, kind and helpful computer trainers to intro-
nology adaptation from the library leadership, what would duce new computing technologies for doing the library work.
you suggest as solution?
I. R.: Changing one’s behaviour is not an easy task. It is a 
challenge and you need to analyze the existing situation and 
Respondents’ opinion was sought in two open-ended 
understand the constraints. I have done some references on 
questions on solutions to resistance to new technology. One 
technology acceptance models when I was introducing 
of the questions was on solutions if the resistance was from 
e-learning to my faculty. There are various models which 
library leadership, and the other was on solutions if the resis-
were developed by researches. But the most commonly used 
tance was from staff other than library leadership. All respon-
method is Technology Acceptance Model developed by 
dents, except one, proffered solutions which are presented in 
Davis. According to his theory the user’s attitude towards the 
Tables 3 and 4.
new technology is mainly influenced by the following two 
factors:
LinkedIn Survey
The opinions of a few more persons were sought from the 1. Perceived usefulness—Using this specific applica-
LinkedIn social media over a 2-week period during the study. tion system will increase the job performance.
Five responses were received. They are as follows: 2. Perceived ease of use—target system/techniques to 
be free of effort and efficient than the existing 
E. S.: Coming from the field of behavior analysis, and com- system.
bining that with what I have seen during the last 10 years 
using e-learning platforms and training faculty and staff in O. M.: There is very little you can do for those who resist 
their use, I would like to give you some ideas: new technology, some will come along and others will 
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Oyelude and Oladele 5
Table 3. Solutions to Technology Resistance From Library Table 4. Solutions to Technology Resistance From Staff Other 
Leadership. Than Library Leadership.
SN Suggestion proffered n % SN Suggestions n %
1. Leadership should undergo refresher 10 23.8 1. Training, discussion, and exchanges. 12 28.6
course/training for all leaders on the 2. Training and more training to disabuse 6 14.3
new technologies. the minds of library staff that (a) The 
2. The leadership needs to be enlightened, 7 16.6 technology has not come to relieve 
sensitized, persuaded, read more on the them of their jobs and (b) The adapted 
topic to be abreast with what is happening technology is to make them more efficient 
around. and productive at work.
3. Advocacy for change and technology 5 11.9 3. Introduction of in-house training for 5 11.9
adoption. Dialogue. Introduce change technology adaptation.
management workshop. 4. Train subordinates on the use and benefits 3 7.1
4. Ensure education and training, orientation. 3 7.1 of ICT in present library work.
5. Show case of advantages of ICT to leaders. 3 7.1 5. They need to be assisted to change their 2 4.8
Those that are knowledgeable about attitudes about technology and also be 
technology should persuade the ignoramus shown living examples of how technology is 
and showcase what technology could transforming the world elsewhere.
achieve. 6. Change management workshop where 2 4.8
6. Reverse mentoring, learning from each other; 3 7.1 importance ICT can be introduced and 
mentorship from other leaders. covering its benefits as well. They should 
7. One of the ways is to keep the leadership 3 7.1 be taught the positive effect technology will 
constantly abreast of intentions and make have on their productivity; Sensitization on 
them part of creation and, win support to benefits.
buy into the strategy of deployment. 7. Exposure of library staff though staff 2 4.8
8. Showing people how it benefits them 2 4.8 development programs to appreciate and 
personally; benefit analysis. learn modern technology.
9. Respectful communication . . . younger tech 2 4.8 8. The staff should be given some years/months 2 4.8
savvy colleagues need to really emphasize when they should be complaint or be fired. 
respect for the older/senior colleagues Make it compulsory; involve them in duties 
in general, and then offer to assist them that require them to use technology.
in becoming more comfortable with new 9. Open, respectful communication to surface 1 2.4
technologies. any and all reasons for the resistance.
10 Management of the institution should set the 2 4.8 10. IT skills and competence should be criteria 1 2.4
standards. for engagement and promotions.
11. Continue to encourage subordinates and 1 2.4 11. Create an innovative environment for 1 2.4
demystify technology. progress not stagnation.
12. Subordinates should understand the leader 1 2.4 12. Increase supportive staff development 1 2.4
and work according to his or her style to efforts to make colleagues familiar and 
achieve results. comfortable with new technologies.
13. Upward delegation. 1 2.4 13. Get the IT librarian on board as additional 1 2.4
14. They should embrace it. 1 2.4 staff.
15. Note, you can teach skills, you cannot do 1 2.4 14. More budget being allocated to ICT issues. 1 2.4
same for attitudes. 15. Mentoring and delegation of responsibilities. 1 2.4
16. Involve them even if they are resistant, time 1 2.4 16. The proponent should humble himself and 1 2.4
will tell come to the level of others for results to 
17. The University authority should sack the 1 2.4 be achieved.
leader. 17. Persuasion, discussion, and effective 1 2.4
18. If the leadership is resisting, you are not likely 1 2.4 communication.
to achieve much success. 18. Leaders should assertive and be involved in 1 2.4
19. A change of attitudes, people need to accept 1 2.4 using the technology.
that things have changed and we can only 
move forward; resisting change today only Note. ICT = Information and Communication Technology.
complicates things tomorrow because 
tomorrow there will be something new 
extra to deal with. continue to resist and think it will disappear with time. The 
20. Education to explain and dispel the notion of 1 2.4 fact is technology is here to stay and those who resist will be 
job loss with technology adaptation. left behind. I have come across those in my more than 20 
21. The Technology leader should be creative and 1 2.4 years working in research and academic libraries. If you can 
wise in pushing through technology with 
Library leadership. inculcate above two factors to their mind their attitude will 
change and they will motivate to learn and use. You cannot 
Note. ICT = Information and Communication Technology. be a success without their cooperation.
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D. P.: People will always resist change. The best option is, Do however, complain of nonencouragement by library manage-
it yourself first. Lead the way. Let them realize how easy it ment in terms of sponsorship. Where they have trained them-
makes things for you, how important it is. And do all this with- selves without institutional support, they resent using their 
out saying a word to the staff: just make them realize looking acquired skills for the benefit of the workplace.
at you work. Slowly, but surely, they will accept the new sys- Yet another finding was the fact that many Heads of 
tem. And don’t forget: it doesn’t matter if you have struggled libraries were not knowledgeable about using new technolo-
walking the new path alone, you must remove stones and gies, and did not really feel that they needed to know, or that 
speed breakers from the path when others start walking on it! it was a disadvantage for them. They preferred the old meth-
ods and justified their nonchalance by quoting that they have 
Respondents’ general opinion on technology deployment only a few years to retire and cannot be bothered learning 
in African libraries was sought. Their response is presented new things. This helpless resignation to whatever level of 
in Table 5. Three respondents did not make any comments on nondeployment to new ICTs by the library leadership was a 
the issue. The general consensus mainly expressed is that common reaction among the older professionals.
there is resistance to technology mainly by leaders and this In addition, it was observed that more than half of the 
has created problems. Many of the respondents also see posi- newer professionals do not make any effort to do something 
tive relationship between the younger and older profession- about bringing their suggestions or grievances about the way 
als, calling for more effort at training and educating staff in and manner deployment of ICT is being handled in their 
using new ICTs. library to the attention of their library head. They were skep-
tical about the reaction they would get if they made sugges-
Interviews and Observation tions. They were not ready to lose their jobs and therefore 
kept quiet even in the face of frustration and dissatisfaction. 
Of the 20 librarians interviewed, however, it was found that They preferred to hope for a time when they would get a bet-
the older generation (i.e., those who had spent more than 20 ter job in a library where they would be allowed to freely use 
years in service [25%]) was often averse to changes in the their ICT skills without fear of the library leadership.
library system, and performing library operations. They A few of the librarians interviewed (20%) believed that it 
lamented the fact that the new technologies were eroding was high time library leaders moved closer to the younger 
professional librarianship practice. The newer generation generation of professionals so that the profession could move 
(those who had spent between 5 and 20 years in librarianship forward. In their opinion, library leaders staying “up there” 
[75%]) mostly had received ICT training but a number of on their high pedestal without listening to their workforce 
them (45%) complained that they had little opportunity to down below were not beneficial to the library system and 
use their skills because the leaders (library management) did librarianship as a profession.
not believe in changing from the old ways to new ICTs. It was also opined by about a quarter of the respondents 
Some of the newer professionals (15%) narrate experi- that ethical issues emerge from distancing to create more 
ence of being sent on courses abroad to learn how to utilize problems. For instance, the distancing of the library leader-
new technology, but on returning are not given opportunity ship encourages the younger professionals either to keep 
to use skills learnt from the training they went for. They are their ideas to themselves or to sell their ideas to third parties 
rather posted to work in sections of the library totally differ- (e.g., consultants) outside the library who then bring the 
ent from that in which the training would be useful. Some ideas back to the library management who have to pay for 
others have the experience of being employed because of these ideas. If there was no distancing, the cost to the library 
their vast experience, yet face a situation where the technol- would have been eliminated.
ogy being deployed in the library is not used but the equip- It was a bit shocking to find out in this study that some 
ment are just covered up redundant. library leaders had been somewhat tyrannical in their leader-
In a particular case described by a respondent, the inter- ship approach and had thereby brought about situations 
vention of the new staff recruited in using the new technol- where their subordinates would scamper to hide and allowed 
ogy was frowned at in the section in the library because the them to go past rather than approach them about burning 
sectional head did not know how to use the technology and issues. “Would you dare speak to them about changes?” 
was against its use. The new staff in question was marked “Rather not!” as a few remarked. They, however, expressed 
down from then, and had promotion delayed for many years some joy that there were notable changes in leadership style 
in spite of being the most hardworking and productive staff. in their library as nowadays one can walk up to the library 
In this instance, the technology know-how was seen as an head and discuss ones ideas freely. This change is a very wel-
affront and a threat! This sectional head eventually was come one.
forced to learn how to use new technology, but an injustice Another finding was that there is the older librarians’ fear 
had already been perpetrated. that they would soon be displaced before their retirement due 
Some older professionals (35%) expressed willingness to date, by the younger librarians. This fear creates subtle reac-
change, but needed institutional support for training. They, tions to younger librarians in the workplace, as hidden 
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Oyelude and Oladele 7
Table 5. General Opinion on Technology Deployment in Table 5. (continued)
African Libraries.
SN Opinion n %
SN Opinion n %
13. There is increasing shift toward digital and 2 5
1. It was as if IT just came to libraries in 3 7.5 open access libraries for global resource 
the twinkle of an eye. Librarians did not sharing.
accept the change and develop with it. The 
problem with many is that you can’t teach 14. There is a big gap between the older and 2 5
an old dog any new tricks. younger library professionals concerning 
adaption of new ICTs in libraries.
2. Encourage training to the staff and 3 7.5
technical know-how. 15. Tradition; lack of confidence and personal 1 2.5
interest are the causes of the problems.
3. Leadership is often weak, disguising lack of 3 7.5
knowledge with aggression. Most leaders 16. Old librarians that are not technologically 1 2.5
are not forward looking and tech savvy. complaint may be clog in wheel of progress 
of the library in moving forward.
4. Technology is being generally accepted as 3 7.5
1 2.5
supportive to operation and more leaders 17. Library leadership generally appear 
now have an open mind and willingness to interested in adapting new technology, but 
learn. Leaders are collaborating with the do not appear to be sufficiently mobilized 
younger and dynamic staff. The challenge is in terms of knowledge and skills to provide 
the budget arising from poor prioritization needed leadership; yet, they seem to 
of technology in the budget. entertain fear of marginalization if they 
surrender technology leadership to the 
5. Leaders tend to oppose new technologies 3 7.5 protechnology staff.
adaptation and this is the reason why 
automation projects undertaken are 18. A lot of library Directors travel all over 
1 2.5
truncated midway. the world and see technologies they 
love and try and apply it without much 
6. Lack or insufficient appreciation of 1 2.5 modification. We often do not have the 
technology role in modern library services necessary IT infrastructure to support 
is largely responsible for the current ambitious e-strategies.
backward state of new technology 
deployment in African libraries. The level 19. There is lack of cooperation between 1 2.5
of ICT appreciation must become a more libraries in deployment of new technology.
important parameter for the appointment Note. ICT = Information and Communication Technology.
of professionals into leadership position.
7. We need a strong commitment to engage 1 2.5
policymakers to consider having managers 
of documentary information who must be resentments and frustrations bring about unnecessary fric-
able to advocate, have concrete programs, tion. Fear of their jobs being taken over and them being ren-
and also be present at all major global dered irrelevant causes this. They tend to believe that the 
meetings on issues of new technologies. 
African librarians should initiate high-level library system would not be able to continue without them 
meetings to identify the needs and submit and that the system was likely to collapse without their 
to funding foundations. administrative expertise. These factors made them hostile 
8. Qualifications and experience are essential 1 2.5 especially when considering new technology use issues.
for leaders to ensure new technologies 
are used; staff needs to be trained in 
the new technologies and older persons 
encouraged, not forced, to adopt the Discussion of Findings
technologies to benefit themselves. Teambuilding leadership is highly favored in African librar-
9. There should be consistent training 2 5
on practical basis using both internal ies from results of this study. This corroborates Cawthorne’s 
and external facilitators. Organize ICT (2010) position that teambuilding leadership is desirable, and 
leadership annual conference for leadership opposes Aho and Bennet’s (2010) position that persuasive 
and library staff members. leadership is best as less respondents felt persuasive leader-
10. African Libraries have lagged behind in new 2 5
technology use. Library leaders must be in ship is good in the deployment of technology in libraries. 
the forefront to embrace technology. Transformational leadership was suggested by a very few. 
11. Technologies have changed African 2 5 This is as opposed to Duren’s finding concerning transfor-
libraries, librarians and users behavior. mational and transactional leadership in times of change in 
African libraries have done a great deal but 
there still remain many things also. libraries.
12. Library leadership needs to redefine their 2 5 The leadership behavior considered best in technology 
roles and get proactive in communicating deployment in libraries was the participative leadership 
with Administrative leaders and library behavior. This is in tandem with Raimi-Akinleye’s (2010) 
users about their known needs and how to view concerning participative leadership behavior in particu-
meet them.
lar though supportive leadership behavior and achievement-
(continued) oriented and delegation of duty leadership behavior were 
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8 SAGE Open
also perceived to be good. It seemed that a combination of exhibited when there is participative leader behavior in the 
many types was indicated, by the fact that even the least sug- library leadership (Raimi-Akinleye, 2010). Respectful com-
gested type—clarifying leadership behavior—was supported munication should be emphasized to achieve better results 
by about half the respondents. especially from the younger to the older.
It was revealed from the interviews that a sizable num- Another issue found to be germane in ICT adaptation is 
ber of library professionals in leadership positions in Africa the issue of ethics. The ethics of the profession comes to play 
are shy of ICTs. They do not have the technical know-how in this instance as it is unethical for library professional to 
or expertise and only a few of them admit this lack. They take ideas out and sell to outsiders who in turn sell to the 
rather pretend that they know and slow down or ground the library. It is just as unethical for a library leader not to mentor 
work in their section of the library. Some admit their lack of a younger one, or give the younger one a chance to grow. 
expertise and allow their deputies or younger colleagues Perhaps the older generations of library leaders need to be 
who are more techno-savvy to handle ICT-related issues in mentored on the ethics of bringing up the younger generation 
their libraries. of library professionals! As Oladele and Oyelude (2010) pos-
The problem of leadership in ICT adaptation lingers, ited, librarians need help in their career progression, and 
however, as the leaders do not know, and so how do they mentoring has some inherent ethical issues which can be 
mentor the younger ones? Mentoring is identified as a prob- addressed through policy articulation at the level of individ-
lem in the nonadaptation or slow adaptation to ICT. This ual libraries. Change management workshops should be 
view came mostly from the younger generation of librarians, organized to help leaders and followers adjust to the new that 
most of whom had less than 5 years experience on the job. is constantly being introduced to them.
They also saw lack of opportunities for training on the job as 
a challenge they are facing and explained that usually, the Conclusion
decision to send staff for ICT training is done according to 
seniority and therefore they were not usually considered. Leadership issues in libraries are very important when 
Younger generation librarians are also scared of putting deployment to ICTs is to be considered. The spoken and 
their ideas forward for fear of being tagged “renegades,” unspoken policies that have been used prior the change in the 
being victimized or even dismissed from service. As sug- system should be brought forward and all the stakeholders 
gested by many of the online respondents of the study, there should consider and weigh the issues critically. Before the 
need to be mentoring of different kinds, even reverse mentor- commencement of the proposed changes, the top and middle 
ing if necessary. This finding corroborates Oladele and managers in the library system especially should be made to 
Oyelude (2010) who emphasized mentoring in career pro- see the need for change, the need to adapt, and the need to 
gression of librarians. Mentoring should be practiced in tech- learn, even from younger ones if need be.
nology adaptation. Mentoring programs should be a sine qua non as what one 
It was also gathered that library leaders’ distancing of person knows should be freely shared with others. The fear 
themselves from members of their workforce poses peculiar of the younger taking over the elder’s job should be removed. 
problems in ICT adaptation, in ICT adaptation. They create a If there are secure retirement plans in libraries, the will to 
wide gap and make themselves unapproachable such that hand over to the next in line will be the best a librarian can 
there is no opportunity for feedback from the lower and mid- offer. Leaders should mentor the younger ones (the mentees) 
dle management level of library management. As posited by and in this process, the mentor is also learning from the men-
some researchers, there has to be feedback on whatever new tee in a two-way mentoring process. Thus, the activities of 
technologies are adopted in libraries and workplaces in gen- the younger generation will be channeled in a positive 
eral (Abu & Ogenekohwo, 2003; Agboola, 2001; Dobbs, direction.
2010). Library leaders should undergo training and retraining 
Some solutions to problems of resistance to technology programs to update their professional and managerial skills. 
adaptation are that leadership should undergo refresher Change management workshops should be encouraged for 
course or training for all leaders on the new technologies. them and they should be ready to remove stumbling blocks 
The leadership needs to be enlightened, sensitized, per- from the way of the newer generation. The key point is to 
suaded, and should read more on the topic to be abreast with have a listening ear, and close the distance between them and 
what is happening around. There should be advocacy for the rest of the library workforce. With the right infrastruc-
change and technology adoption through dialogue. ture, human and material resources in place, libraries will 
It was revealed that communication in the library is very provide a leading edge in the technology and information 
important and leaders who want to be successful must not world.
ignore this. Communication is a two-way process, thus if 
information is put across, the giver of information must take Declaration of Conflicting Interests
time to listen to the reaction to what has been sent out. The author(s) declared no potential conflicts of interest with respect 
Listening is a skill for leaders to acquire. It is an attribute to the research, authorship, and/or publication of this article.
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Oyelude and Oladele 9
Funding librarians in Southwestern Nigeria. Library Philosophy and 
The author(s) received no financial support for the research and/or Practice. Retrieved from http://www.webpages.uidaho.
authorship of this article. edu/~mbolin/haliso.htm
Ikem, J. E., & Ojo, R. A. (2003). The challenges of human 
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Publishing. Association (ALA).
Duren, P. (2013).Leadership in libraries in times of change. IFLA Benedict A. Oladele is the University Librarian of the University 
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