Abstract
Abstract
The Eccles Health Sciences Library (EHSL) at the University of Utah implemented a rotating leadership model for its Clinical, Research, and Education (CREd) team, appointing an Associate Director (AD) for a three-year term instead of a permanent role. This shift in leadership philosophy has enabled the library to build a resilient organization by preparing multiple employees for leadership, reducing dependency on a single individual and ensuring that successors are ready to step in. Rotating leadership within the team also encourages accountability, as leaders remain aware that they will return to non-leadership roles, fostering empathy and balanced decision-making. Ultimately, periodic leadership rotation has strengthened the library’s organization by cultivating a dynamic, skilled, and adaptable workforce. This chapter will explore the decision-making process that resulted in the adoption of a rotating leadership model. It will highlight the specific organizational characteristics and philosophies that were integral to the model’s success at the EHSL. In addition, this chapter will offer suggested best practices, factors to consider, and a roadmap for the implementation of a rotating leadership model in other library settings.