Library Leadership & Management (Texas Digital Library - TDL E-Journals)
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Assessing Generational Preferences in Characteristics of an Admired Leader Among Career Library Professionals
No full textThis study utilizes Posner and Kouzes’ Characteristics of an Admired Leader (CAL) instrument to determine if there are generational preferences in characteristics of an admired leader among career library professionals. Data was gathered from nearly 800 respondents, coded into generational cohorts, and assessed from commonalities across generational lines. Additional assessment of the data sought trends across generational cohorts within the context of employment status, library type, library subfield, and generational identity. The authors concluded that while there is little generational difference in the characteristics of an admired leader, there are commonalities across the profession at large and suggest that library administrators and leaders prioritize developing the shared characteristics and competencies as they develop and engage in their own practice
The Power of Empathetic and Collaborative Leadership
No full textThis paper provides background on the concepts of empathetic and collaborative leadership. Select areas in which empathetic and collaborative leadership can advance research libraries to become more effective, fair, and equitable environments will be examined. These include, but are not limited to, organizational structure, diversity and inclusion efforts, recruitment, orientation, fundraising, internal meetings, professional meetings, and effective stakeholder interactio
New and Noteworthy: Back to the Basics - Recent Titles on Getting Started as a Library Manager
No full textThis issue's New and Noteworthy column review four recent titles on getting started in library leadership and management
Not Another Survey! Use Interviews Instead to Understand Needs in Your Library
No full textAssessment in libraries is an essential part of managing library resources to meet the needs of patrons and stakeholders. This paper discusses the advantages and disadvantages of two assessment devices—surveys and interviews—in particular as they apply to libraries
Managing Through the Void: Overseeing a Library Department Amid Personnel Vacancies
No full textThere are a variety of reasons a library department may experience a temporary position vacancy. Whatever the cause, this presents managers with the often overwhelming task of filling in the gaps, or even predicting and coping with stress inadvertently placed on the remainder of the department. Managers may be planning further into the future than we may be accustomed to in ordinary times. This brief, practice-based piece calls out the best ways to tame this frustration through maintaining three key focuses
Establishing Shared Purpose: Developing Unit Specific Mission, Vision, and Values in an Academic Library
No full textIn a large, public university library, the leadership team for Public Services wanted to provide a solid foundation for communication, collaboration, and shared decision making. In pursuit of that goal, the two groups within Public Services undertook to develop mission, vision, and values statements to highlight their unique purpose and provide direction for their work. Each group developed a unique and self-directed process of brainstorming and consensus building workshops and meetings; respecting and honoring the differences between the groups was an essential step in establishing shared values and successful cross-unit communication. These smaller group processes will later come to inform the work and collaborations of the unit as a whole and have already led to productive conversations and improvements in group communication. Reflecting on the process and products has allowed the unit as a whole to find and focus on commonalities in their values and work. This experiential report will provide definitions and guiding questions to serve as models for those working in academic libraries that wish to guide the development of these defining statements within their own particular context
Leading Others To Lead: The Importance Of Staff Empowerment In Times Of Change
No full textChange management can be one of the most difficult aspects of library leadership with well-known issues and challenges, such as inertia, fear, and resistance to change. However, by embracing change management as a long-term program for building trust, communication, and empowerment of staff, library leaders can create environments where change not only happens but is embraced by all levels of the library hierarchy. In this article, the authors share their work and research as part of a library staff empowered by their library dean to guide the formation and piloting of public service model changes due to the planning of a new library building. Library leaders can use these insights as they work with their staff to implement change at their libraries
Making Your Case: A Practical Approach for Managers on Getting Funding and Support
No full textMiddle and senior management positions come with many challenges, but one of the biggest is in garnering support and funding for new initiatives. A manager is given a staff and a budget and is expected to utilize effectively both sets of resources to achieve certain priorities. However, when it comes to new programs and innovations that require additional resources, managers are typically on their own in terms of how to make that happen. They are expected to shift resources, and this is especially true in times of shrinking budgets. This pressure has been the root of failure for many good managers, and it can lead some to stop seeking challenges and opportunities to innovate. It may seem as if the ability to get funding is a mysterious gift – some people have it, others don’t. However, with practice, anyone can learn to be more effective at obtaining resources. This paper will discuss a practical approach that can be applied to any situation