Library Leadership & Management (LL&M) (E-Journal)
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678 research outputs found
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New and Noteworthy: Staying Inspired in Difficult Times
No full textThis issue's column suggests a few new releases to prompt professional reflection and renewal
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
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
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
What Do You Get When You Mix Libraries and Entrepreneurship? The Case of an Innovation Hub at a Large Research Library.
No full textThis article presents a case study of the University of Minnesota (UMN) Libraries collaboration with the UMN Carlson School of Management’s (CSOM) Holmes Center for Entrepreneurship (HCE) to create an innovation hub in our most heavily trafficked undergraduate library. During the same time that academic libraries have added makerspaces and have routinely invited partners into their buildings, entrepreneurship support has become a strategic priority for universities, business schools, and business libraries. The story of our innovation hub represents a confluence of these trends, and illustrates some of the challenges and benefits brought on by inviting a new kind of partner into the library space
The Perceptions of Librarians in Regional Universities in Texas Regarding Leadership Development Experiences
No full textThe purpose of this phenomenological narrative study was to examine Texas regional university librarians’ perceptions of leadership development experiences in order to provide better library services to patrons from all backgrounds. The selected ten academic librarians were interviewed either face-to-face or virtually with in-depth questions about leadership development. The interviews were analyzed to understand the essence of the participants’ experiences and divided into different themes to find patterns. The findings revealed the participants’ perceptions regarding the need for leadership development, their participation in leadership opportunities, and the obstacles to attaining leadership development. Implications included the need for more administrative support and for changes to library school curricula
Redesigning staff recruitment for the 21st century: a case study from the University of Chicago Library
No full textThe University of Chicago Library acquisitions department experienced a significant amount of clerical and supervisory staff turnover between 2016 and 2019. Viewing this period of change as an opportunity to recruit a highly skilled and diverse staff poised to sustain the department for the future. We knew that we had to think differently about what skills we needed and what skills would be transferable from industries outside the library or academe into the library. This paper provides an outline of the potential benefits of non-library industry hiring by looking at current departmental needs and anticipating future industry developments and changes through hiring, and why considering applicants new to the Library may address each of those challenges, why and how to reframe job descriptions and interviews to focus on transferable and soft skills, in the absence of relevant library experience, and looks at needed training and development to acclimate new hires into library work
