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1.
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   

2.
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   

3.
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   

4.
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   

5.
Abstract

In 1991, Joseph C. Rost published Leadership for the 21st Century (Praeger) in which he presented a definition of leadership that focused on the influence relationship among leaders and followers rather than on the traits of the leader or the functions of leadership. Rost's model is useful for academic reference leaders who usually head a group of professionals who are involved in a variety of responsibilities that require them to be leaders. This article applies Rost's theories to academic reference leadership and explores a model that will provide for better job satisfaction for librarians and improved services to library users.  相似文献   

6.
Library leaders are trained, experienced, and focused on solving problems. However, an often hidden challenge for library leadership teams is managing paradoxes. This article aims to highlight the difference between solving problems and managing paradoxes and to identify five major paradoxes that libraries face today and will continue to face in the future. A balanced strategy to proactively manage these paradoxes is suggested by embracing the true purpose of your library: transforming and improving the health and well-being of your communities as well as repurposing your library staff to support this strategy.  相似文献   

7.
ABSTRACT

Transformational leadership is highly correlated with effective organizations and successful change, yet few studies of this leadership style exist in the library literature. This study examined perceptions of transformational traits in academic library leaders. The study asked academic librarians at 4 year institutions to rate their library's leadership using the Multifactor Leadership Questionnaire. While the librarians perceived their library leaders to be more transformational than transactional, the mean score for transformational leadership was middling, as were the scores for each of the transformational components. This could indicate a lack of change readiness in these libraries.  相似文献   

8.
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9.
The purpose of this study was to better understand how academic health sciences library directors construct their understanding of effective leadership. After transcribing and performing thematic analysis on the interviews of eight academic health sciences library directors, five main themes emerged from the data: understanding leadership, building a vision, relationships are key, advocating and credibility, and measuring success. The findings suggest there are internal and external leadership responsibilities for library directors, both of which are important, however, the internal responsibilities are easier to delegate. Also, academic health sciences library directors need better evaluation methods for determining their effectiveness as leaders.  相似文献   

10.
Academic libraries are experiencing significant changes, and leadership plays an essential role in successfully implementing those changes. The study analyzed the leadership practices in academic libraries in Pakistan's twin cities (Islamabad and Rawalpindi). Another important purpose of the study was to shed light on the adopted practices in decision-making and motivating staff. The qualitative research approach was used to achieve the objectives. A structured interview method was employed to collect data from twenty chief librarians or directors of university libraries in Rawalpindi and Islamabad (twin cities). A purposive sampling technique was used. Open-ended questions were used to collect the data by considering the research objectives. The consent was taken from the selected LIS professionals as prior permission for the interview. NVivo was used to analyze the data, which was then presented using thematic content analysis. The findings revealed that most university library leaders were practising and following the participatory leadership style, also known as democratic leadership.The study will create awareness among academic professionals about the adopted leadership styles and practices and the benefits that can be obtained by implementing them. It will also attract the attention of associated bodies towards this dilemma and result in a positive initiative to build leadership skills in LIS professionals. To our knowledge, no prior study has been conducted to analyze the leadership practices in academic libraries in the Twin Cities, Pakistan. This study will fill that niche.  相似文献   

11.
《The Reference Librarian》2013,54(81):105-117
Abstract

This paper considers leadership and management issues affecting libraries in general. Specific attention is devoted to academic libraries and their reference departments. It focuses on the dynamics of leadership and management of academic library reference services and what is expected of the reference department head of the 21st century. It explores the changing roles of reference librarians and those of their leaders or department heads. It examines the leadership skills, traits, and competencies and attributes expected of the department head of reference in the new millennium. The paper also examines the paradox of leadership and management and draws distinction between the two terms. It finally looks into whether it is appropriate to have a manager from outside the library profession to be the head of an academic library reference department.  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.
The changing information landscape calls for a new leadership, new competences, and new approaches to library services. In today’s information age, information literate citizens must be able to assess the reliability of information, making information literacy instruction an important task for libraries. In this paper, five researchers present data from interviews they carried out with library leaders from Germany, Romania, Finland, UK, and Norway. The experiences of the library leaders were different, reflecting varying levels of economic austerity, and how closely each country adheres to New Public Management (NPM)-theory and practice. However, they also show how NPM and reduced budgets can lead to a greater and better cooperation.  相似文献   

14.
ABSTRACT

Academic libraries in developing countries are underfunded and require transformational leadership to manage the resultant changes and ensure organizational effectiveness. This study attempts to identify the prevalent leadership styles in academic libraries in South West Nigeria using the Multifactor Leadership Questionnaire. The study reflected that the library managers portrayed mostly a mix of transformational and transactional leadership styles. The library budget, equipment, and acquisition were most affected by recession. The library leaders preferred a mixture of investment and retrenchment (cost controlling) strategies to cope with recession. Leadership assessment using transformational model for coaching and recruitment is recommended for libraries.  相似文献   

15.
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   

16.
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   

17.
The academic library profession is experiencing a large turnover in leadership. To date, information on differences in the generational expectations about how to lead is scarce and the research is contradictory. This article presents a scoping review of the literature on generational expectations of academic library leaders. Based on predefined eligibility criteria, the authors searched twelve bibliographic databases and performed a broad web search. 5435 articles were located and considered for inclusion, however, only four eligible articles were identified and included for analysis. There is little empirical evidence that generational differences are evident in the academic library setting or in individual leadership expectations. There is a lack of original research on generational differences in leadership in libraries, however, anecdotal and opinion literature is drawing attention to this topic in ways that cannot be validated.  相似文献   

18.
Although young leaders and entrepreneurs have become prevalent in the business and technology industries, academic libraries remain much more traditional. Library administrator job advertisements often require seven to ten years of library experience in progressively responsible roles as well as supervisory experience. This article shares the experiences of an early-career community college library administrator working with different generations, provides suggestions to become a manager through intentional leadership, and explores how managers learn to lead. Additionally, the author encourages community colleges to consider younger and/or newer librarians that bring a different perspective to addressing the critical issues facing community college libraries today.  相似文献   

19.
Academic library leadership in the 1990s reflects the images and icons of the New Age movement in both strategic planning and organizational culture. The author provides a light-hearted look at how library leaders, particularly directors, are molding services and internal processes to the new paradigm.  相似文献   

20.
Despite the realities of the Information Society, national concerns for quality education in America have largely ignored libraries. The major cause of this neglect is the lack of perception among most educational leaders that library personnel and resources both have something to offer in the search for excellence and that librarians are committed to serving their institutions' learning priorities. To rectify this situation will require informed and aggressive leadership by librarians. Nonetheless, concerns raised by some educational leaders call for reforms that have strong implications for the instructional role of libraries. Resource-based learning can make a major contribution to preparing students for lifelong learning, active citizenship and risk taking. A number of recent, current and projected activities and publications are described. These can offer a good foundation for librarians wishing to promote information literacy and/or resource-based learning.  相似文献   

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