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1.
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   

2.
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   

3.
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   

4.
As academic library functions and activities continue to evolve, libraries have broadened the traditional library model, which focuses on management of physical resources and activities, to include a digital library model, transforming resources and services into digital formats to support teaching, learning, and research. This transition has affected professionals' roles and activities due to new required skills. This study examines qualifications and skills required of professional positions involved in digital resources, services, and technologies as changing aspects in academic libraries. Data was collected from job advertisements for digital library positions posted in College and Research Libraries News during the nine years from 1999 to 2007. The study verifies shifts in staffing needs and required qualifications with digital focus on collections, services, and technology applications in academic libraries. The results confirm that a digital librarian is an emerging position in academic libraries. LIS educational implications and further investigations to validate the results are suggested.  相似文献   

5.
ABSTRACT

Advertisements for public library directors can reflect the evolution of the public library environment as libraries adapt to changes related to funding and technology. No study has examined whether the skills and attributes desired of public library directors have changed over time and whether they are associated with the characteristics of management or leadership. Content analysis of public library director job advertisements from 2000–2011 revealed a closer association with management than leadership traits and an omission of characteristics like advocating, fundraising, being politically savvy, and having a vision needed to position the public library as an essential resource to stakeholders.  相似文献   

6.
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   

7.
《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   

8.
“The Specialist” addresses the administration of special libraries, however, identifying the administrator of a small special library is problematic. In these small libraries within organizations, the librarian often works alone and the library is overseen by a non-librarian manager. In these cases, it is not as easy to identify or define the library's administrator as it would be in a public or academic library, or even a larger special library. This column introduces a model where the administration of small special libraries is a collaboration between librarians and non-librarian managers. In this model, information professionals exercise hidden leadership and management skills without leading a staff or possessing a management title. The column also suggests ways information professionals without explicit management responsibilities in the workplace can develop these skills and apply them in their jobs.  相似文献   

9.
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10.
This study seeks to examine the relationship between the antecedents and consequences of service innovation in academic libraries. More specifically, the proposed conceptual framework investigates the influence of organizational-related, operational-related, and co-creation-related antecedents in library service innovation and, consequently, in library performance. A structured questionnaire was developed and distributed electronically to Brazilian academic library personnel at Brazilian public universities to collect the primary data. The final sample comprised of 151 academic libraries. Results indicate that leadership and culture-climate are essential to foster an atmosphere of innovation in academic libraries. Moreover, employee capabilities promote user and frontline involvement in service innovation. Lastly, user involvement supports both incremental and radical service innovations, whereas frontline involvement only contributes to incremental innovation. The article presents theoretical and managerial implications for academic libraries.  相似文献   

11.
Leadership, as a topic, has seen a lot of interest in academics as well as with practitioners. The search, however, has not yielded a concrete formula, though there are quite a few theories which have worked well in certain contexts. The context of special libraries is one such area which has a huge potential in discovering what leadership actions have worked well and what can be a framework for success in other special libraries, especially when the utility of special libraries is being questioned in a corporate environment. The dearth of leadership and leadership development literature in special libraries, from a practitioner's point of view, provides a good opportunity for sharing a small journey of success. The column builds upon the application of leadership actions deriving from diverse and merging fields like learning and development, organizational behavior, marketing, and human psychology of reading in making a case for the utility of corporate libraries in the development of employees.  相似文献   

12.
This study investigates and analyzes the factors affecting customer relationship management (CRM) practices in Thai academic libraries. The research conceptual framework focuses on factors affecting CRM practices was developed using Combe (2004)’s study on assessing CRM strategies. Mixed methods, qualitative, and quantitative approaches were used as a research methodology. Data was collected by using the interview and survey techniques with the administrators, staff and customers of six selected academic libraries in Thailand. Analysis of the data was done by using Pearson’s correlation coefficient, factor analysis, and multiple regression analysis. The results of the study show that factors that have statistically significant impact on CRM practices in Thai academic libraries at 0.05 level were: (1) the knowledge and understanding of CRM of library staff and leadership of library administrators (Beta = 0.762), (2) organizational culture and communication (Beta = 0.323), (3) customer management processes (Beta = 0.318), (4) technology for supporting customer management (Beta = 0.208), and (5) channels for library services and communications (Beta = 0.150). The knowledge and understanding of CRM of library staff and leadership of library administrators which include the perception and awareness of service quality focusing on customer relationship is a key to library success. Important factors also include the acceptance and support of the use of CRM in the library, the clear vision and mission about using CRM in the library strategic plan, the knowledge and understanding of library staff on CRM processes, customer characteristics, and behaviors. The organizational culture and communication factors involve the creation of the CRM cultures of working in the library, good teamwork, cooperative and clear working agreements, clear roles and responsibilities, good communication between library staff, cross library functional integration, and performance evaluation and development. The customer management processes factor includes recording and registration of customer profiles, customer analysis and classification, services to individual customers, services to expected customers, and continual customer interactions. The technology for supporting CRM factors includes communication technology, information technology, and operations support technology. The channels for library services and communications factors can be direct channels, such as a service counter and self-circulation service, and indirect channels such as telephone, call center, email, personal web, library web, and social networking technology. Suggestions for academic libraries on the development and implementation of CRM in libraries are: (1) CRM must be included in the library strategic plan; (2) CRM must be a key strategy for the improvement of library service quality; (3) library administrators must have strong leadership for achieving the effectiveness of CRM practices in the library; (4) library staff must have good knowledge and understanding of CRM and its link to the library service quality improvement; (5) the working cultures for CRM effectiveness such as teamwork, cross functional work, and good communication between staff must be encouraged and practiced in the library; and (6) technology must be fully supported for CRM in the library.  相似文献   

13.
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   

14.
In the digital era, information literacy skills enable users to locate and use online materials effectively. One persistent library service for libraries is providing skills training to students. This article traces the creation of online library instructional tutorials, currently referred to as digital learning objects, in academic libraries. It isolates the factors that improve the success of these learning tools, including knowledge of the tutorials’ purpose and potential, collaboration with other individuals, the use of standards, student engagement, and evaluation. The literature review also illustrates the incorporation of multimedia learning theories and assessment strategies in these tutorials. By developing appropriate learning tools, librarians offer services aimed at meeting user needs while reducing time and resource demands on library staff.  相似文献   

15.
学习共享空间的构建为研究型大学图书馆开展学科化服务提供了重要契机。本文从研究性大学、图书馆、学习共享空间、学科化服务四维关系出发,探讨学习共享空间环境中,学科化服务的实现途径、网络平台及服务条件,明确指出学科化服务为研究性大学图书馆学习共享空间服务的新领域。  相似文献   

16.
随着科学研究范式的转变,图书馆服务的模式与内涵都在发生变化。图书馆通过促进知识的传播、交流与创造,寻求其立足之本。美国学术图书馆在服务规划、理念、架构、知识服务模式方面不断创新,重视对学习与研究者互动交流的支持,重视参与性服务,鼓励和支持用户共享图书馆的无差别服务等,旨在充分激发与挖掘用户需求,鼓励并支持大规模协同创新,力求使学术图书馆逐步成为开放学术研究中心。  相似文献   

17.
This study investigates and analyzes the factors affecting customer relationship management (CRM) practices in Thai academic libraries. The research conceptual framework focuses on factors affecting CRM practices was developed using Combe (2004)’s study on assessing CRM strategies. Mixed methods, qualitative, and quantitative approaches were used as a research methodology. Data was collected by using the interview and survey techniques with the administrators, staff and customers of six selected academic libraries in Thailand. Analysis of the data was done by using Pearson’s correlation coefficient, factor analysis, and multiple regression analysis. The results of the study show that factors that have statistically significant impact on CRM practices in Thai academic libraries at 0.05 level were: (1) the knowledge and understanding of CRM of library staff and leadership of library administrators (Beta = 0.762), (2) organizational culture and communication (Beta = 0.323), (3) customer management processes (Beta = 0.318), (4) technology for supporting customer management (Beta = 0.208), and (5) channels for library services and communications (Beta = 0.150). The knowledge and understanding of CRM of library staff and leadership of library administrators which include the perception and awareness of service quality focusing on customer relationship is a key to library success. Important factors also include the acceptance and support of the use of CRM in the library, the clear vision and mission about using CRM in the library strategic plan, the knowledge and understanding of library staff on CRM processes, customer characteristics, and behaviors. The organizational culture and communication factors involve the creation of the CRM cultures of working in the library, good teamwork, cooperative and clear working agreements, clear roles and responsibilities, good communication between library staff, cross library functional integration, and performance evaluation and development. The customer management processes factor includes recording and registration of customer profiles, customer analysis and classification, services to individual customers, services to expected customers, and continual customer interactions. The technology for supporting CRM factors includes communication technology, information technology, and operations support technology. The channels for library services and communications factors can be direct channels, such as a service counter and self-circulation service, and indirect channels such as telephone, call center, email, personal web, library web, and social networking technology. Suggestions for academic libraries on the development and implementation of CRM in libraries are: (1) CRM must be included in the library strategic plan; (2) CRM must be a key strategy for the improvement of library service quality; (3) library administrators must have strong leadership for achieving the effectiveness of CRM practices in the library; (4) library staff must have good knowledge and understanding of CRM and its link to the library service quality improvement; (5) the working cultures for CRM effectiveness such as teamwork, cross functional work, and good communication between staff must be encouraged and practiced in the library; and (6) technology must be fully supported for CRM in the library.  相似文献   

18.
This article reviews post-1974 scholarly literature on women’s leadership in academic libraries, with the emphasis on the United States. The purpose of this synthesis is to highlight research areas and themes that have significantly expanded the profession’s knowledge about gender and its impact at the top administrative level. The article starts with a brief overview of theories of gender and leadership before tracing scholarship on the gendered career patterns singled out in Schiller’s work (1974). The article then focuses on additional issues related to gender and library administration, including leadership styles, perceptions of differences between male and female leaders, and the lack of diversity among academic library women directors.  相似文献   

19.
This article explores the adoption of Community Learning in a subject-specific academic library. The underlying principle for Community Learning is established as being co-agency. The rationale for adopting this theme and related principles are the results of student surveys demonstrating that librarians and libraries are not often used by students for assistance with their studies. Although much work has been achieved by librarians in improving their teaching skills, students may not choose to take advantage of learning provided in academic libraries. Current developments in US academic libraries are compared with the proposed model of Community Learning. The case study explores a number of methods employed by the library staff to engage with the whole community of which it is a part in fostering effective learning. The case study community already provides a tailored and personalized service and views Community Learning as another aspect of the service. It is possible to conclude that the methods adopted have proven to be useful, but more work is needed to embed the co-agency principle more firmly and strategically within the Faculty. Establishing the impact of Community Learning has yet to be formally investigated, but anecdotal evidence demonstrates that the route is worth pursuing.  相似文献   

20.
ABSTRACT

Academic libraries are facing increased demands for improved accountability while the academic library service environment is in a constant flux of transition. Aligned assessment processes focus on integrating and aligning the assessment process components of assessment, capacity, stakeholders, participation, technology and organizational leadership to improve their effectiveness and their results. Libraries that can effectively align their assessment processes to the service environment in which they operate will be more successful in demonstrating and reporting assessment of their organizational performance to stakeholders, thus increasing access to strategic opportunities and resources. doi:10.1300/J106v14n03_08  相似文献   

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