Library Leadership & Management (LL&M) (E-Journal)
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Managing Multiple Campus Libraries: (or how to form a support group with your colleagues)
No full textIn the past five years, the Penn State University Libraries (PSUL) have adopted a dual management style in several locations, assigning one Head Librarian to multiple campuses. The success of these arrangements is context-specific and contains benefits for the individual and the organization, as well as some drawbacks. This article will discuss situations in which librarians manage multiple locations in both interim and permanent capacities and offer perspectives based on the authors’ experiences
From Politics to Housing Costs to Faculty Status to Salary: Thirteen Job Elements and Their Importance to Academic Library Employees
No full textThis article discusses results from an autumn 2022 survey of U.S. academic library employees regarding the level of importance they place on 13 job conditions and benefits of employment. The study found that, while most of the job conditions and benefits that were financially measurable (e.g., salary, medical benefits) were most often rated as “very” or “critically” important by participants, other conditions such as housing costs in the region in which a job is located, flexible work schedules, remote work options, and the employer’s attention to Diversity, Equity, Inclusion, and Accessibility (DEIA) and employee health and wellness were also of high importance to more than 50% of participants. Findings from this study may have implications for academic library employee job satisfaction as well as recruitment and retention
The Role of Librarians Combatting Cultural Violence in the Library Environment
No full textThis research examines the role of librarians and the educational institutions of libraries in responding to cultural violence in Indonesian society. The research was conducted as a form of cultural analysis, using qualitative research methods, and applying snowball sampling to recruit a range of different library professionals. The data was obtained online by means of the FGD technique and follow-up interviews over the period 10–25 September 2021. The findings show: 1) ignorant and aggressive users; 2) unfair pressure from leadership; 3) discrimination based on professional and personal stereotyping; 4) the belief that a higher status (in terms of job position, age, or as the party being served) entails the right to special privileges. In conclusion, the cultural violence experienced by the nine librarians involved issues relating to intimidation, intolerance, and inequality. They are aware of being victims, even though they have a position serving a n important role within their organizations. They generally responded by reflecting or discussing with others, and trying to eliminate stereotypes by applying an institutional motto. Recommended responses for the librarians are: emphasizing social values; discussion and dialogue; improving the learning climate; and strengthening the role of leaders in implementing regulations
Leading in Ambiguity: Strategies for Middle Managers
No full textLeading in ambiguity is an intrinsic but under-discussed role of a middle manager. Often, middle managers are dealing with personnel and operational situations in which there is no clear or obvious choice, no clear guidance, or no full understanding of the context. Yet middle managers still have to lead, make decisions, and communicate and facilitate change with less than perfect information. Our staff also struggle to accept ambiguity and long for clarity that may never be realized. Successful middle management means living in the gray areas, identifying the power and potential of ambiguous roles and circumstances, and deploying strategies to lead despite the ambiguity inherent in our work. This article reviews relevant literature on ambiguity and management and explores two scenarios where we will introduce established management tools that can help lead through—and in synergy with—ambiguity. These scenarios touch upon the challenges of working in an ambiguous environment, ambiguous direction from senior leadership, and discomfort with ambiguity on the part of staff. We will center the experience of middle managers in libraries and the impact of ambiguity on their own effectiveness and morale
Collaborative Success: Aligning Personal and Organizational Objectives in the Workplace
No full textThis article delves into the concept and practical implementation of 'managing up' strategies by emphasizing the importance of aligning goals. It investigates the potent idea of integrating personal work objectives with the larger organizational vision, which in turn cultivates a more efficient and harmonious supervisor-employee dynamic. Encouraging employees to synchronize their work priorities with those of their supervisors and their organizations not only enhances collaboration, productivity, and overall success but also fosters improved focus, efficient resource allocation, and better decision-making within library settings. Drawing from professional and management literature, along with empirical research and the author's personal experience, this article presents recommendations and actionable strategies for effectively managing up while concurrently improving performance as a supervisor and organization
Managing without tenure
No full textThis qualitative collective case study explores the experiences of six women middle managers in academic libraries who were promoted to leadership roles before achieving tenure. It examines how they balance faculty and managerial responsibilities, navigate gendered workplace dynamics, and respond to broader institutional pressures. Findings reveal significant tensions between faculty expectations and administrative duties, particularly for those leading teaching-focused units, where mentorship and student-centered work are devalued compared to research enterprise. The study also highlights the emotional labor of managing teams while pursuing tenure and the lack of clear evaluation criteria for managerial responsibilities in the promotion process. Implications include the need for clearer evaluation guidelines, greater representation of library managers on tenure committees, and stronger mentorship for untenured middle managers. This research contributes to understanding the intersection of faculty status, gender, and management in academic librarianship
From Pumps and Pipes to Data and Discovery: Unifying a New Division
No full textA reorganization of the Brigham Young University Library in 2020 brought many changes to the library, including the formation of the Metadata and Information Technology (MIT) Division. This new division needed to define a vision for itself, encourage a sense of unity among its employees, and foster collaboration among those employees. This article details how the MIT Division created a Data and Discovery initiative based on the Pumps and Pipes collaboration model, a model which brings seemingly unrelated industries together to discover solutions to their respective challenges by exploring “their neighbor’s toolbox” (Pumps and Pipes, n.d., “What We Do”). Here we share the details of many of the MIT Division’s collaboration and unity initiatives, including MIT’s vision for how employees can come together to use the tools employed by other departments within the library
Children in the Workplace: An Exploration in Library Policy Making
No full textChildren in the workplace are becoming a more common discussion in various work environments, including libraries. Since the university has no policy addressing this issue, a task force was charged to draft a recommended policy for the university library regarding bringing children to the workplace. The task force reviewed existing policies and conducted a survey and interviews with library employees. The resulting policy provided guidelines for employees and their supervisors without being overly prescriptive. This article provides a case study of how the task force used assessment methods and tools to create an appropriate and inclusive policy. While the specific policy and results are unique to this institution, the framework used to create a policy can be more broadly applied to all types of libraries.