Library Leadership & Management (Texas Digital Library - TDL E-Journals)
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A Position of Strength: The Value of Evidence and Change Management in Master Plan Development
No full textLibraries are experiencing significant change in how space is being used as well as increasing pressure from their funding and governance bodies to demonstrate the continued need for library physical space. There is a growing demand for library spaces that reflect different ways of accessing and using information, support learning and building community, and encourage creativity and the creation of new knowledge. To assist them in determining how to move forward, many libraries are developing master plans – multi-year high-level plans providing direction and vision but allowing flexibility to accommodate unanticipated needs – for their physical spaces and service delivery models. The challenge for libraries is to ensure that their master plans reflect the dynamic world in which they are situated and are supported by clients and other library stakeholders
Fail Early and Often to Succeed: The Case for Rapid Prototyping in Libraries
No full textAt Penn State University Libraries, we are endeavoring to support a library and user community in a state of flux by moving from a culture of rigidity to one of flexibility. Changes to Penn State University Libraries’ organizational structures and strategic priorities have been swift and ongoing. In some contexts, we are using rapid prototyping practices to respond with agility to these changes, as well as to the changing needs of our faculty, staff, student, and community users. This article describes the general rapid prototyping approach, showcases the concept in use by a library’s teaching and learning department, and uses a case study to illustrate how these practices can be applied to a specific learning object. We also suggest applications in other, more systemic, areas of organizational work. Key takeaways include encouraging a culture of experimentation, being open to failure, and keeping lines of communication open to strengthen collaboration
Finding the Ties that Bind: Coalition Building In Loosely Coupled Academic Libraries
No full textPressures are building for academic library leaders. Leaders face budget cuts, space re-purposing, staffing shortages, and expectations to meet evolving faculty and students’ research needs. Leaders must not only manage library operations, but also successfully guide and lead within a sea of unpredictable, evolving institutional forces and activities. Loosely coupled organizational theory provides library leaders insights and guidance as they organize and plan. Leaders must recognize, understand, and leverage the strengths of these systems. It is up to them to bring together appropriate coalitions to foster collaborations and cohesions not only among library staff members, but across disciplinary communities within academia. By finding and securing these ties that bind in loosely coupled libraries, leaders can successfully further goals and foster innovation
New and Noteworthy: You Too, Can Prevent Librarian Burnout
No full textContrary to popular opinion, libraries present numerous challenges and stressors to their employees that can contribute to occupational burnout. This New and Noteworthy column presents recent resources including books, journal articles, and online resources discussing the unique issues of librarian burnout
Beyond Orientation: A Look at Scheduled Time and Unscheduled Time in a New Librarian’s First Sixty Days
No full textSome new librarians feel alone and are not excited about the orientation process, but library science literature is focused on this first phase of employment and its importance. This article is a self-reflection of one librarian’s allocation of scheduled time and unscheduled time in the first sixty days of employment and its possible role beyond the orientation process. The analysis of the librarian’s time within the first sixty days showed a balance between scheduled time and unscheduled time. The analysis also showed that only 5% of the first sixty days was spent in a formal orientation program. The new librarian experienced a stronger sense of employee engagement than previous positions that did not have a balanced time allocation
Putting Work Life Balance into Practice: Policy Implications for Academic Librarians
No full textWork-life balance for academic librarians is often problematic because while they are often held to the same scholarship and service standards as teaching faculty; their work responsibilities do not always afford them the same independence and autonomy to complete these requirements. Further, library leaders concerned with recruitment and retention should consider reviewing and updating policies that address work-life balance as a way to gain the competitive advantage. This study explores the policies that hinder and support librarians in achieving greater work-life balance. A survey of 329 academic librarians working in urban settings found that changes and enhancements in schedule flexibility would assist many librarians with achieving greater work-life balance
The Influence of Political Capital on Academic Library Leadership
No full textGiven the extremely rapid state of change occurring in academic libraries due to funding cuts, shifts from physical to digital collections, changes in the use of physical spaces, changing information-seeking patterns and information use by faculty and students, the ability of library directors to advance their vision for the library becomes crucial. This is not to say that library directors are without decision-making power or the ability to establish vision, set agendas, and implement plans. However, in many cases, the provost, budget director, building and grounds manager, vice presidents, and the president offer support for activities depending upon their level of interest, oversight, and buy-in. As library directors seek support for initiatives, alignment with those having political capital becomes increasingly important
Leading in the Present: Mindfulness for Library Leadership
No full textMindfulness is the deliberate, non-judgmental awareness of what one is experiencing in the present moment. Mindfulness helps library leaders be more present, improve self-awareness and management, and provide mental replenishment. Mindful library leaders are better at dealing with stress and responding to the numerous demands of their job. Our brains are always working, scanning the environment for dangers, which can put us in a constant state of stress. Mindfulness allows us to break a thought pattern and return to the present moment, thereby helping to alleviate stress. Mindfulness is cultivated through various practices including deep breathing, mindful moments, and meditation
