Library Leadership & Management (Texas Digital Library - TDL E-Journals)
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Leading Change in Libraries: A case study
No full textLibraries are experiencing unprecedented change. Some of our more traditional services are used less and others must be rearranged so that the library remains a vital component of the campus. Reorganization of personnel often takes place to accommodate these changes. Therefore, excellent skills in change management are imperative for our current leadership in libraries. A process pulled from established literature on change management was used in a reorganization of IT personnel at a university library
How an outside facilitator helped us create a better strategic plan
No full textUsing a facilitator can enhance a library’s strategic planning process and lead to the creation of a more clearly articulated strategic plan. Santa Clara University Library used a facilitator for its strategic planning process, which resulted in new vision and mission statements, and a plan centered around five priorities. This article will provide a description of the environment, details of the strategic planning process, the role and benefits of using a facilitator and questions to consider before bringing in a facilitator
Fear of Negative Evaluation: Differences amongst librarians
No full textThe “fear of negative evaluation” (FNE), is a social anxiety construct that affects many workers. This does not necessarily mean that the subject believes they are performing badly, just that they are afraid of having performance evaluated negatively by others. The “Fear of Negative Evaluation” instrument created by David Watson and Ronald Friend was used. Results indicate that FNE does exist amongst librarians, more prevalently in women, younger librarians, and those at the beginnings of their career. The paper also offers further information, advice, and suggestions for improving workplaces for those with FNE
Co-Mentoring: A Block Approach
No full textThis article discusses a unique approach to a mentoring relationship. Beginning as a traditional mentoring relationship in late 2012, the authors later changed it to a co-mentoring relationship. During the ALA Midwinter Conference’s 2013 President’s Program in which Peter Block was a speaker, the author who was the mentor became re-inspired by his ideas about abundance, leadership, and community and could see powerful applications to the already formed mentoring relationship she had with the author in the mentee role. This article highlights the evolution of a mentoring relationship, transforming it from a traditional hierarchical nature to one of a “commitment to equality, deep self-awareness and intentionality” (Block’s ALA presentation). The authors explore how and why a co-mentoring relationship works for them and how it may be applicable to others interested in sustaining a mentoring relationship. Other discussion includes how this relationship affects careers and lives, with benefits that carry over to the organizations in which they work
Setting the Stage for Success: Developing an Orientation Program for Academic Library Faculty
No full textA multi-faceted orientation program can provide a strong foundation for self-efficacy, job satisfaction, and retention of academic librarians. At many colleges and universities, academic librarians have faculty status. Becoming a member of a faculty involves an extensive process of socialization. This paper examines the literature of higher education and library science on the topic. It identifies the characteristics of effective orientation from that literature. Incorporating an organizational socialization model with the findings from both bodies of literature resulted in a flexible, multi-dimensional model for the orientation of academic library faculty. One university library is an example that can be readily adapted in any academic library
New and Noteworthy: Blowing Our Own Horns - Library Marketing as an Essential Management Skill
No full textThis New and Noteworthy review column presents a few recent, representative books and articles on library marketing and public relations, focusing on the importance of these areas in the library manager's skillset
Understanding and Managing the Anxiety Surrounding Performance Evaluations:
No full textPerformance evaluations are a well-known cause of anxiety in employees as well as supervisors. This anxiety cannot be eliminated, but it can be managed by the supervisor so that it will not impede an employee from working to a high degree of personal and supervisory satisfaction. The article shows that careful attention to, among other things, the tenor of any communication from supervisors to their employees, will tend to reduce the anxiety surrounding performance appraisal
The Time Management Study as a Tool for New Technical Services Managers
No full textInexperienced technical services managers and those new to their departments or organizations have many challenges, including building rapport and trust with staff, assessing workloads, and prioritizing assignments. Additionally, middle managers of libraries are often not adequately prepared for management through formal education or on-the-job training and workshops. Time management studies are a simple tool for shedding light on work habits, time allocations, and labor expenditures. This is critical information for new managers, and can demonstrate whether priorities, assignments or workflows need to be redirected. At the University of Nevada, Reno and the University of Montana libraries two librarians in middle management undertook separate time management studies to increase knowledge and improve management of their departments
Technical Services for Changing Times: Adjusting our Image, Our Skills, and Our Mission
No full textThe future of technical services presents a dizzying array of challenges and opportunities. From shared print initiatives and inter-institutional cooperative cataloging to rapidly evolving technologies and the changing face of technical services professionals and staff, leadership in technical services increasingly requires an ability to perform a multitude of balancing acts. Successful management must involve an in-depth understanding of the needs of patrons, the flexibility to recognize when traditional technical services functions have outlived their usefulness, and a willingness to try new things that may fail. This article draws on experiences, both successful and not, from a large academic research library to provide useful insight for leaders at other institutions