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1.
ABSTRACT

Libraries are considered safe spaces to explore different topics facilitating the sharing of knowledge so it would appear that colle giality and civility are cornerstones of our service. But within our organizations, collegiality is not always stressed as an important value within the workplace. Civility and collegiality are important for libraries as they are the foundation of our public services and support diversity of ideas and open communication within the workplace. Collegiality standards are set by the leaders and managers within an organization and this column will explore the need for civility standards to successfully achieve library goals.

Column Editor’s NoteLeadership skills are essential to creating libraries that are effective and relevant to their communities. While some individuals seem to possess inherent leadership capabilities, it is possible to develop and strengthen skills to effectively lead a department, unit, or organization. This column explores ways for librarians and library workers to improve their knowledge and abilities as they lead their units, libraries, communities, and the library profession. Interested authors are invited to submit articles for this column to the editor at maggie4@clemson.edu.  相似文献   

2.
Abstract

Organizations function as small societies with their unique behaviors, patterns, and communication. Organizational culture describes how individuals work within libraries and the patterns, assumptions, values, attitudes, and behavior that help an organization to operate within its environment and achieve, or not achieve, its mission. Effective leaders must understand the operational framework of their libraries in order to be successful in managing or to change the culture in support of strategic goals. Changing the culture of an organization is difficult and a long-term process with a realistic understanding of the current behaviors and a determined vision for how an organization should work. There are some specific strategies that may aid leaders in transforming a library culture into a productive and effective set of behaviors that will contribute to a library’s success.  相似文献   

3.
Transparency     
ABSTRACT

Within organizations, employees often discuss the need for transparency but what exactly is transparency? Transparency is often linked with communication in an effort to create an organization that is more informed about decisions and processes creating a sense of employee engagement. But leaders are not able to operate in a completely open manner due to a variety of factors. What leadership activities can be conducted in a transparent manner and how is transparency balanced with confidentiality? Transparency is not just a leader responsibility but other managers and employees contribute to organizational transparency. This column will provide more insights into the complex issue of transparency within libraries.  相似文献   

4.
Time Management     
Time management is an essential component of leadership. Leaders need to develop strategies to maximize time in order to achieve personal and organizational goals. While there are numerous time saving methods, leaders will need to test and determine which patterns are most effective for their personal style. There are some organizational strategies that will benefit the individual leader as well the organization such as planning, goal setting, delegation, decision authority, and work life balance. By managing time, the leader is accounting for the important commodity of time within an organization.  相似文献   

5.
Difficult conversations among family members can impact the health and structure of familial relationships. The reported study investigated potential antecedents and outcomes of difficult family conversations. Perceived consequences of, reasons behind, responses to, and results of difficult conversations were considered, and the family communication patterns (FCP) framework guided the examination. Although the majority of respondents feared negative consequences prior to conversations, most reported positive results. The type of response received from conversational partners was associated with the eventual result. Counter to predictions, data analysis found no relationships among the family communication styles proposed by FCP and the antecedents and outcomes of difficult family conversations. These results suggest that the need for engaging in difficult conversations may outweigh family communicative norms and potential family consequences. Practical implications of the findings, including how therapists or counselors might communicate the benefits of discussing difficult topics generally and of avoiding negative reactions during such conversations, are considered.  相似文献   

6.
Starting New     
New leaders have unique challenges in orienting themselves to a new position and likely a new department or organization. There are some actions an individual can undertake that will ease the transition and build relationships, create an understanding of the new organization, and build confidence of the employees in the leader. There are issues to be aware of as a new leader adjusts to a new position and awareness will facilitate the transition in working within a new department or organization.  相似文献   

7.
Column Editor's Note. Leaders need to develop long term perspectives if they are to be successful in leading their organizations into the future. A vision is a good start but the leader needs to be able to anticipate developments, opportunities, changes, and finances if they are to guide their organization through a changing landscape. Successful leaders are able to develop insights into the future and position their organization to positively interact with their environment. While some of these skills are intuitive, leaders are able to develop a long term perspective through several strategies. Interested authors are invited to submit articles for this column to the editor at .  相似文献   

8.
True leadership can come from anywhere within an organization. While supervisory roles can lead to an inherent leadership dynamic based on reporting lines, it is often difficult for individuals to develop as leaders when they feel caught between their staff and upper-level administrators within their organization. This article will look at current trends regarding the leading from the middle by identifying common themes, challenges, and traits found within the concept.  相似文献   

9.
Intercultural communication offers both theoretical and pedagogical implications for communication instruction. As such, we interweave theories and concepts of intercultural communication and instructional communication in (re)thinking “difficult,” “sensitive,” or “uncomfortable” classroom conversations that involve privilege, power, and intersecting cultural identities (e.g., racism). In juxtaposing these areas side by side, we first interrogate why intercultural and instructional communication scholars have neglected what the other takes as central: pedagogy and diversity. In particular, we ask: Why are certain conversations deemed “difficult” in the mainstream communication classroom? To whom are they difficult conversations? Why might these conversations feel “uncomfortable or risky”? Second, we crystalize how intercultural communication makes strides toward feeling/thinking/understanding difficult conversations in ways that promote social justice by proposing a pedagogy of “SWAP-ping” the communication classroom.  相似文献   

10.
Abstract

Our guest columnist is Karl Bridges who has served in a variety of leadership roles in academic libraries. I have gotten to know Karl over the past few years as he was asked to serve in an interim dean role and then hired into the permanent dean positions. At the time, I was at the University of Wyoming and serving as a leader in sparsely populated state where everyone knows your name. Western leaders have to form a tight bond – there are fewer of us and the distances are great. But regardless of geographical situations, leaders need and depend on peer networks that provide a safe space for frank conversations and sharing ideas that help all libraries achieve their goals. Karl has dealt with changing university leadership, library transformations, and dire budget situations. Well, pretty much what every library leader must face. Despite these challenges, library leaders have an opportunity to make a real difference. Karl draws upon his years of experience to provide a thought piece about library leadership noting the complexity, the importance of leadership, and the real joy of making a difference in someone’s life. I hope you enjoy this raw look at leadership and that it reminds you of the purpose of leadership.  相似文献   

11.
ABSTRACT

Leadership training tends to focus on development and performance of leadership skills with the implied understanding that the position is permanent or the appointment is formalized. Yet organizations require temporary leaders during leadership gaps but there is limited information on serving in an acting role or for a short period of time. Serving as an interim leader has unique challenges and opportunities but several considerations should be made to make this a positive experience providing smooth transitions for an organization.  相似文献   

12.
Leadership calls for the ability to work well with people, communicate with stakeholders, participate in and lead meetings, and often public speaking. As a leader advances within an organization, expectations increase for the individual to engage with others as leaders spend more time working with colleagues and stakeholders to advance the organization. These expectations tend to favor extroverts in leadership roles but organizations may overlook the strengths of introverts as leaders losing out on the potential for effective management. An understanding of the strengths and weaknesses of personality types will help individuals as well as organizations in developing leadership in order to achieve organizational goals.  相似文献   

13.
Abstract

Rather than reinventing the wheel for each new position, leaders in libraries may choose to rely on heuristics that leading thinkers in organizational theory have pointed out exist in many organizational settings. One of the central concerns they have elucidated is the dynamic between dependency and autonomy, which are ways of understanding a main theme in the narrative the organization is telling about itself in direct and indirect ways. This column adapts this framework to a new leader’s first few months on the job in order to highlight organizational signals or tells that would key the new leader into how dependency and autonomy exist as a balance.  相似文献   

14.
Leadership faces a number of paradoxes that can be challenging and confusing, particularly as individuals take on new leadership roles. Employees want leaders to be decisive but participatory in decision making, focused on big pictures but contribute to detailed discussions, and engage but not micromanage. It is confusing as mixed messages are given to leaders and the opinions of employees vary, creating a situation in which it is difficult for leaders to fully understand employee expectations. Leaders not only need to understand these paradoxes but develop methods to balance employee expectations and communication strategies that help employees appreciate the balancing act that each leader must develop.  相似文献   

15.
Knowledge management is a process that infuses knowledge and decision making across an organization. It not only encourages decision making based on data but also fosters communication among personnel for informed practices and processes. The social connections within an organization facilitate the formal structure and encourage personnel to share expertise, insights, and past experiences to inform decision making. Such a highly interactive organization requires leadership that supports and encourages knowledge management practices. A successful knowledge management organization depends on certain leadership characteristics in order to foster interactions that contribute to the processes. A variety of characteristics and patterns will offer leaders understanding on how to lead within a knowledge management library.  相似文献   

16.
Conclusion In this article, we have attempted to use lessons from other industries to better understand where disruptive technologies are likely to emerge within the publishing industry, and to suggest where companies should focus scarce resources. The leading publishing companies should harness, not fight, the principles of disruption as the industry moves from a chain to a web. Developing internal capabilities to find the “green space” in the industry, and creating or partnering with other organization whose capabilities are consistent with those required to successfully develop and commercialize new technologies, is key. For an accurate evaluation of a company's own organization capability, as well as that of potential partners, we recommend using the RPV model. History is littered with companies who either failed to identify or mismanaged the introduction of disruptive technologies. We hope that the analysis provided in this article will help industry leaders fortify themselves for the battles that will be waged as waves of disruption begin to break within the publishing industry.  相似文献   

17.
This study tests a methodology for obtaining data regarding difficult to access communication — joint conversation reconstruction. Students participated in brief conversations with a friend and later reconstructed that conversation either alone or with their conversation partner. Results indicate that conversations reconstructed by participants jointly, rather than individually, resulted in significantly more complete and accurate recall for conversations. Results also indicate a synergistic effect where the memories of individuals recalling together represented significantly more complete recall than simply the sum of individual memories.  相似文献   

18.
Locating notes about MeSH subheadings can be one of the most difficult aspects of MEDLINE searching. When used with Medical Subject Headings (MeSH), subheadings serve to limit or define the focus of a heading. National Library of Medicine (NLM) indexers, staff members who enter the MeSH indexing into the database, use subheadings freely. They do follow indexing conventions and savy searchers need to be aware of how to obtain basic subheading information to assist in search formulation. There are a number of methods which may be used in order to view subheading use notes. This column will provide an overview of some alternatives to locating such information.  相似文献   

19.
ABSTRACT

Educational leaders confronted with the demand for and challenge of electronic document delivery (EDD) in academic libraries have to decide what to do with this unconventional, yet, increasingly important method of information delivery and how to proceed. For them to make a sound decision, they need to examine the importance of EDD as well as its pros and cons. They need to explore both issues that center around EDD, and those that supervene. A full understanding of the situation will help them make informed decisions and avoid potential pitfalls. A literature review, as a first step toward a full understanding of its past, progress and future, will provide the educational leaders an overview of the literature on the topic, alert them to the problems and gaps that might exist in this research area and suggest the need for future study.  相似文献   

20.
Leadership language communicates more than words. Leaders are able to use the power of language to not only articulate an organizational vision but to create excitement and support around that vision. Library leaders can model organizational values through speech strengthening a written policy into practice. Organizational culture is difficult to change but leaders can counter negative and deceptive messages into productive statements that help employees move forward to understand and embrace library strategic goals. How a leader chooses to use language to articulate a vision, advance organizational values, and to change organizational culture is critical. Ignoring language opportunities will hinder not only leader success but organizational success as well.  相似文献   

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