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1.
Maggie Farrell 《图书馆管理杂志》2013,53(8):861-872
AbstractOrganizations 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
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《图书馆管理杂志》2013,53(2):57-74
The task of finding and developing potential leaders from within the library profession requires an understanding of what a leader is, as well as the challen es that librarianship will face as it enters the twenty-first century. ~ f i s article explores five fundamen- tal leadership competencies: vision, communication, trust, risk-tak- ing and em owerment and examines how individuals learn from personal an ! organizational experiences. It sug ests ways of incor- porating programs and activities into the workp k ace that support the development of leadership skills. If everyone within the library community assumes responsibility for recognizing untapped talent and providing developmental opportunities for it to mature, it will ensure that the library field has a pool of competent, confident, com- mitted leaders for the future. 相似文献
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Maggie Farrell 《图书馆管理杂志》2013,53(4):444-452
ABSTRACTWithin 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
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Tim Schlak 《图书馆管理杂志》2020,60(2):167-174
AbstractRather 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
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Maggie Farrell 《图书馆管理杂志》2018,58(2):166-173
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
7.
Maria Koloniari Eftichia Vraimaki Kostas Fassoulis 《The Journal of Academic Librarianship》2018,44(6):793-804
Knowledge management (KM) and innovation have been recognized as critical success factors for libraries since 1990s and 1980s, respectively; however, neither is easily achieved. In this context, the current study aims to explore – using structural equation modeling – the extent to which various organizational, technological, and personal factors influence the creation of new knowledge and innovation in academic libraries. More specifically, vision and goals, culture, and structure (formalization and centralization) are explored in terms of organizational factors; IT support is examined in the technological context; and human resources skills and perceptions toward KM are investigated in terms of personal factors. For the collection of primary data a structured questionnaire was developed and distributed electronically to Greek academic library personnel. The final sample comprised 312 professionals from 28 libraries. Results indicate that a visionary leadership facilitates the creation of new knowledge through fostering a culture of collaboration, trust, and learning, providing opportunities for taking initiatives, and creating the appropriate technological environment. All these help libraries develop innovative services, thus responding more quickly and effectively to their changing external environment. Most importantly, library leaders should focus on building a common vision that will guide necessary practices and changes for innovation to be achieved. 相似文献
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Maggie Farrell 《图书馆管理杂志》2017,57(2):215-222
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
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Maggie Farrell 《图书馆管理杂志》2019,59(4):422-430
Leaders need to surround themselves with colleagues, mentors, and individuals who will support, challenge, and encourage development. Forming a network will aid a library leader in their individual growth as well as provide informal consultants who can see the broader pictures or tease out an issue that might not be evident to the leader. Colleagues who share the same vision or goals will encourage each other and provide support during personal and professional challenges. A library leader should be strategic about selecting and curating a network that will meet a variety of needs as well as being a resource. Doing so, a leader will have a sounding board to consider ideas and strategies while gaining different perspectives. The end result is that a library leader will build professional relationships that will enhance personal and professional success. 相似文献
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Maggie Farrell 《图书馆管理杂志》2013,53(6):722-730
ABSTRACTLeaders have tremendous influence not only in their organizations but for the profession and within the communities they serve. Librarianship has strong core values that are the foundation of our services but librarians also create an environment that supports diversity of opinions. How does a library leader balance social justice while serving the broad needs of a community? Is there an inherent conflict between personal perspectives and the encompassing multiple viewpoints? Library leaders may face difficult decisions in determining social justice issues within their libraries considering personal beliefs, institutional responsibilities, and community impacts. Every library leader has opportunities to address social justice issues within libraries and in so doing, will advance community goals of inclusiveness of all members. 相似文献
11.
Maggie Farrell 《图书馆管理杂志》2015,55(2):121-130
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 farrell@uwyo.edu. 相似文献
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Ronald C. Jantz 《Library & information science research》2017,39(3):234-241
This study examined the relationship of research library visions, as embodied in a publicly posted vision statement, and the innovativeness of the library. The literature on organizational vision is abundant and generally reveals a positive relationship between vision, visionary leadership, and a variety of organizational factors. Many researchers state that a vision, communicated throughout the organization, is a critical element of organizational success and those entities without a vision are “stumbling in the dark”. In this study, library professionals rated each research library vision statement based on established attributes and it was found that the resulting vision statement score was positively and significantly related to the innovativeness of the library. 相似文献
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Maggie Farrell 《图书馆管理杂志》2017,57(4):436-443
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
14.
This article analyses leadership in the newsroom of the Spanish newspaper El País as well as its impact on the craft of journalism more generally. Through 23 in-depth interviews, we try to elucidate how the newsroom constructs its leaders (in the newsroom, what does it mean to be a leader?), paying particular attention to the main skills considered to be necessary. According to our newsroom findings, not all heads of section or editors-in-chief are leaders, a fact that questions formal authority relations and proclaims expertise and know-how as discriminatory skills. This study emphasizes that the collective recognition of a leader is not an ultimate disposition, but can vary over time: consequently leaders who do not achieve the professional requirements of the newsroom can be denied the status, despite their expertise and experience. Our findings indicate that leaders at El País are those journalists (no matter what their positions) with strong capacities and skills (fundamentally experience, expertise and creativity) to manage form (relationships) and substance (contents) in the daily work of the newsroom. In short, journalists seen as leaders combine reiterated and strong qualities and merit, graphically reflected in the texts they have published for years in the newspaper. 相似文献
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《Government Information Quarterly》2023,40(3):101815
Many public organizations struggle to adapt to digital transformation. Whereas previous research has identified internal drivers of change, an unpredictable factor from the external environment such as the COVID-19 pandemic can trigger public innovation. In this study, we aim to investigate if and how the COVID-19 pandemic has influenced the digital government transformation. In more detail, we explore how the COVID-19 pandemic has affected different organizational aspects that are expected to be affected by a digital transformation. Findings from case studies of ten organizations from the Austrian federal administration indicate that the pandemic has not only led to an increased use of technological means but also influenced various organizational aspects such as employees' attitudes toward technology and organizational culture toward innovation. In particular, organizations heavily affected by the pandemic have benefited from a greater degree of digital transformation. Consequently, the pandemic has influenced a spirit of innovation and accelerated the speed of digital transformation. 相似文献
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Cinthya Ippoliti 《International Information and Library Review》2017,49(4):304-309
Utilizing the concepts of change management and intentional change theory, this column delves into the issues facing new liaison roles and provides tips for those who are undergoing a similar process through a lens of organizational change that addresses reviewing what is working, as well as what is not, developing a clear vision and direction, breaking down the change into smaller segments, cultivating a sense of identity through shared purpose, and supporting new habits. 相似文献
17.
法律图书馆的使命可以被用来表达价值观、目标及行为策略,准确表达特定的图书馆独特的愿景。文章综述了美国一些知名大学法律图书馆的使命,期望对我国法律图书馆以及其它专业图书馆有一定的借鉴意义。 相似文献
18.
《Library Acquisitions: Practice & Theory #》1998,22(4):431-438
Organizations readily use the tools of efficiency—downsizing, outsourcing, re-engineering, and others—but seldom give needed attention to strategy. Based on experience in the marketplace, the authors offer ideas about strategy meant to be usable given the constraints under which academic libraries exist. First, organizations require a vision, overall direction, or goals. With a goal in mind, leaders can consider meta-strategies, which is to say, strategies that give embryonic plans for moving toward a goal room to grow. Examples are “the presumption of goodwill” and skunk works. Strategy always leads to paradox because deploying resources to one end seems to close off other avenues. The ability of organizations to perform both sides of a paradox decides their success. 相似文献
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N. Tanya Sinclair 《图书馆管理杂志》2017,57(6):683-700
Libraries are discovering that building an effective learning culture can be a strategic component of success in the workplace. This case study outlines how a public library system in Canada built a strong learning culture as a change initiative. Multiple methodologies were used including a single group pre-test/post-test intervention, surveys, and focus groups combined with elements of participatory action research and appreciative inquiry. Study findings suggest that employees' perceptions of the workplace became more positive as learning organization principles were implemented. This study offers best practices for leaders who wish to build effective learning cultures in the library. 相似文献