Library Leadership & Management (Texas Digital Library - TDL E-Journals)
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Talent Management: Hiring and Developing Engaged Employees
No full textTalent management, which includes intentional work design, leadership development, and employee engagement, is a growing trend in the world of commerce, both domestically and globally. This article provides a review of the literature on talent management and explores ways in which this human resource management concept might be applicable to higher education and libraries
A Framework for Achieving Organizational Culture Change
No full textOrganizational culture change is difficult to achieve, particularly so when efforts are not systematic and planned with the end in mind. Based on experience, the authors outline a six-step framework for achieving sustained organizational culture change. Examples and outcomes from the decade-long strategic and organizational change experience at the University Library at the University of Saskatchewan, Canada, are referred to within each step of the framework. The framework provides a successful model for library leaders to adopt when implementing organizational change, particularly when a shift to the organization’s culture is also desired
What We Talk About When We Talk About Leadership: A Review of Research on Library Leadership in the 21st Century
No full textThe literature of library leadership in the 21st century is as extensive as it is varied. Nonetheless, general themes emerge that reflect an evolving leadership imperative in a period of continuous change for the library organization. The first of a two-part review, this paper outlines research and research-related scholarship on library leadership published in the professional and scholarly literature since 2000. The review is organized within two broad areas: Leadership Competencies and Leadership Theory in Practice. Leadership Competencies includes work that explores applied leadership skills, leadership characteristics, and leadership and change. Leadership Theory in Practice includes research that connects leadership theory with library leadership challenges. Research in this area explores the intersection of leadership and organizational culture, the role of emotional intelligence in leadership, and transformation, situational, and managerial leadership
Lessons from the Field: What Improv Teaches Us About Collaboration
No full textIn this article, we delve into the ways that our working relationships benefit from techniques derived from improvisational comedy. This is not as unusual as it might seem at first glance: major corporations have long used consultants from Second City, Upright Citizens Brigade, and other established improv centers to foster collaboration, improve communication, and increase resilience among staff. These techniques help us navigate the shifting landscape of library partnerships, as well as through changing roles and responsibilities, promotions, and reorganizations. We share our techniques through an immersive workshop, and offer a few of its take-away lessons here
Reorganizing a Library Department: A Case Study in Transformational Leadership
No full textIdentifying opportunities for professional advancement can be difficult to navigate for library employees. Clear paths for moving up in an organization are not always evident. Sometimes you have to make your own path. Considering the needs of those you currently lead while motivating and supporting them in order to acclimate them to change is essential. A literature review of Transformational Leadership and a case study of a reorganization proposed and adopted at Binghamton University Libraries will be used to demonstrate how to achieve success by leveraging talent to better meet the needs of an organization
New and Noteworthy: Just Breathe - Mindfulness and Libraries
No full textThe benefits of mindfulness practice techniques, including meditation and reflection, are the subject of several recent articles, books, and online resources
Examining the Case of an Academic Library’s Student-Focused, Patron-Satisfaction Approach to Organizational Transformation for Student Retention
No full textThis article serves as a case study of an academic library’s student-focused management decisions, including the concept of relationship-marketing- and reputation-management in relation to their perceived impact on student retention.
After realizing the library had developed a negative reputation, the director of SUNY Canton’s Southworth Library integrated a multi-pronged strategic plan to improve the perceived reputation of the library while cultivating student loyalty. The library had to make the firm decision on what it determined to be “about,” and whether what the library was “about” was its collections - the traditional library-centric identity - or about student success. Southworth Library Learning Commons had to make a collective determination to reject tradition and choose the latter. That meant altering course in terms of collection activities, redefining priorities and making non-traditional choices. The article illustrates strategies and actions that can be similarly replicated as part of a student-focused strategic plan. More broadly, other academic libraries and higher education institutions should consider the relationship-marketing approach in decision making and sustainability planning