Academic libraries are more than just repositories of knowledge; they are vibrant communities that thrive on collaboration, innovation, and support. However, like any workplace, they are not immune to toxic dynamics that can undermine their mission and values. This comprehensive guide delves deep into the causes, impacts, and solutions to toxic culture in academic libraries, drawing insights from the book Toxic Dynamics: Disrupting, Dismantling, and Transforming Academic Library Culture. By understanding and addressing these issues, we can foster a healthier, more inclusive environment where both staff and users can thrive.

Academic libraries are vital hubs of research, learning, and collaboration within higher education institutions. However, they are not immune to toxic behaviors that can undermine their mission and create a hostile and unproductive work environment. Recognizing and addressing these toxic behaviors is essential to maintaining the integrity and effectiveness of library services. This practical guide explores the importance of identifying toxic behaviors, outlines common toxic behaviors in academic libraries, describes the characteristics of a toxic culture, presents a real-life case study, and offers actionable strategies for identifying and addressing these detrimental behaviors.

In the rapidly evolving landscape of academic libraries, how we approach challenges and lead our teams through change can make all the difference. Appreciative Inquiry (AI), a strengths-based approach to change management, offers a refreshing way to focus on what’s working well, and how we can amplify those successes to inspire positive transformation. When combined with the CALM framework—Communication, Adaptability, Learning, and Management—Appreciative Inquiry becomes a powerful tool for library leaders looking to guide their institutions through change while maintaining a culture of positivity and resilience.

In every workplace, communication is critical. But as employees, there’s a significant difference between being heard and being listened to. The subtle yet important distinction often determines whether we feel valued, understood, and engaged at work. When we’re heard, our words may be acknowledged, but without true consideration or action. When we’re listened to, our ideas and concerns are thoughtfully absorbed, responded to, and lead to meaningful change.

As student workers transition out of their roles in academic libraries, the offboarding process becomes a crucial part of their overall experience. Offboarding is more than just wrapping up tasks and returning materials; it’s about providing closure, offering reflection, and ensuring that the time spent working in the library has been meaningful and constructive. At Goldey-Beacom College, we recognize that a thoughtful and empathetic offboarding process can leave a lasting positive impression on our student workers, shaping their views on workplace culture and professional development.

As leadership changes become a constant in academic libraries and higher education, the need to manage relationships with new leadership effectively—and through the lens of diversity, equity, and inclusion (DEI)—is more important than ever. You may have always enjoyed a positive relationship with previous supervisors, but after a reorganization or a new hire, you find yourself working under a boss with a different style, perspective, or even cultural background. How can you adapt and ensure that this new dynamic thrives?

As academic librarians, we face the challenge of balancing multiple roles—mentor, researcher, advocate, and leader. In many ways, our voices shape not just how we communicate, but how we influence and lead within our institutions. But what does it mean to develop a leadership voice in our field, and how can we, as librarians, cultivate one that’s both authentic and impactful?

In academic libraries, where priorities shift rapidly, and demands come from all directions, it’s easy to get caught up in the day-to-day hustle and lose sight of what’s left undone. As library directors or managers, we often focus on what we’ve accomplished—ticking off tasks and moving on to the next challenge. But what about the things that don’t get done? The emails that go unanswered, the projects that remain on the back burner, and the ideas that never quite make it to implementation?

The onboarding process for student workers in academic libraries is more than just an introduction to a new job—it’s the foundation for their success and development. At Goldey-Beacom College, we believe in creating an environment where student workers feel supported from day one, understanding the value of their contributions and the skills they will gain. Onboarding is our opportunity to set them up for a rewarding experience that enhances both their academic journey and future professional endeavors.

In the ever-evolving landscape of higher education, academic librarians face unique challenges that demand more than just resilience—they require a proactive and structured approach to leadership. Inspired by Ruha Benjamin’s Viral Justice and Peter Senge’s principles of a learning organization in the Fifth Discipline, the CALM framework—Communication, Adaptability, Learning, and Management—emerges as a comprehensive strategy to guide library leaders through the complexities of managing relationships with higher administration. Whether it’s managing up or managing oneself, the CALM framework is designed to help you align with institutional goals while fostering equity, continuous learning, and adaptability.

As the academic year begins on many of our campuses, the arrival of new students and faculty marks a time of renewal, growth, and opportunity for our educational institutions. This period is critical not only for orienting newcomers to the logistical aspects of campus life but also for helping them to understand the institution’s culture and values. For an organization that prides itself on respect, equity, diversity, and inclusion (EDI), the onboarding process is an invaluable opportunity to set the tone and expectations for the academic year ahead.

Academic libraries are vital hubs of research, learning, and collaboration within higher education institutions. However, they are not immune to the toxic behaviors that can undermine their mission and create a hostile, unproductive work environment. Left unchecked, these behaviors not only erode the well-being of staff but also compromise the quality of services that libraries provide to their communities.

In today's rapidly changing world, the importance of robust leadership, effective management, and genuine commitment to equity, diversity, and inclusion (EDI) has never been greater. As seasoned professionals with a combined experience spanning decades, we are thrilled to introduce our new consulting company, Inclusive Knowledge Solutions. Our mission is to empower organizations—particularly libraries and higher education institutions—to thrive by cultivating inclusive and healthy environments.