共查询到20条相似文献，搜索用时 765 毫秒
1.
F. L. Carroll 《International Information and Library Review》2013,45(3):217-229
Column Editor's NotesThis workforce column, guest written by Jill Mierke, evokes memories of the saying, you are not alone. The challenges of workforce and workplace leadership for any library chief executive officer are many and varied. We come to those roles usually as experienced (if not seasoned) professionals, but we do not always have the theoretical grounding and specific professional practice experience a dedicated human resources professional might bring to the organization. A Master's in library and information sciences qualification is no guarantee that you will have the requite knowledge, skills, experience, and abilities to be a good people manager or a strategic leader of the library workforce. This article paints a compelling picture of what success for library human resource management and leadership can look like, through the lens of an experienced and seasoned human resources professional. Recent workforce research is telling us there are many roles within our libraries that are now being successfully filled by “other” professionals. In our ever changing and dynamic information landscape, the human resources strategic advisory role is one of them.As always, I invite further contributions to our ongoing discussion! Please submit articles for this column to the editor at vicki.williamson@usask.ca 相似文献
2.
《The Reference Librarian》2013,54(81):59-69
Abstract In 1991, Joseph C. Rost published Leadership for the 21st Century (Praeger) in which he presented a definition of leadership that focused on the influence relationship among leaders and followers rather than on the traits of the leader or the functions of leadership. Rost's model is useful for academic reference leaders who usually head a group of professionals who are involved in a variety of responsibilities that require them to be leaders. This article applies Rost's theories to academic reference leadership and explores a model that will provide for better job satisfaction for librarians and improved services to library users. 相似文献
3.
Jason Martin 《图书馆管理杂志》2013,53(3):266-284
ABSTRACTTransformational leadership is highly correlated with effective organizations and successful change, yet few studies of this leadership style exist in the library literature. This study examined perceptions of transformational traits in academic library leaders. The study asked academic librarians at 4 year institutions to rate their library's leadership using the Multifactor Leadership Questionnaire. While the librarians perceived their library leaders to be more transformational than transactional, the mean score for transformational leadership was middling, as were the scores for each of the transformational components. This could indicate a lack of change readiness in these libraries. 相似文献
4.
ABSTRACTAcademic libraries in developing countries are underfunded and require transformational leadership to manage the resultant changes and ensure organizational effectiveness. This study attempts to identify the prevalent leadership styles in academic libraries in South West Nigeria using the Multifactor Leadership Questionnaire. The study reflected that the library managers portrayed mostly a mix of transformational and transactional leadership styles. The library budget, equipment, and acquisition were most affected by recession. The library leaders preferred a mixture of investment and retrenchment (cost controlling) strategies to cope with recession. Leadership assessment using transformational model for coaching and recruitment is recommended for libraries. 相似文献
5.
《The Reference Librarian》2013,54(81):105-117
Abstract This paper considers leadership and management issues affecting libraries in general. Specific attention is devoted to academic libraries and their reference departments. It focuses on the dynamics of leadership and management of academic library reference services and what is expected of the reference department head of the 21st century. It explores the changing roles of reference librarians and those of their leaders or department heads. It examines the leadership skills, traits, and competencies and attributes expected of the department head of reference in the new millennium. The paper also examines the paradox of leadership and management and draws distinction between the two terms. It finally looks into whether it is appropriate to have a manager from outside the library profession to be the head of an academic library reference department. 相似文献
6.
Maggie Farrell 《图书馆管理杂志》2013,53(6):722-730
ABSTRACTLeaders have tremendous influence not only in their organizations but for the profession and within the communities they serve. Librarianship has strong core values that are the foundation of our services but librarians also create an environment that supports diversity of opinions. How does a library leader balance social justice while serving the broad needs of a community? Is there an inherent conflict between personal perspectives and the encompassing multiple viewpoints? Library leaders may face difficult decisions in determining social justice issues within their libraries considering personal beliefs, institutional responsibilities, and community impacts. Every library leader has opportunities to address social justice issues within libraries and in so doing, will advance community goals of inclusiveness of all members. 相似文献
7.
《Public Library Quarterly》2013,32(3-4):51-62
Especially over the past 30 years, state library agencies have played a major role in the planning and development of cooperative and networking activities among public libraries and between public libraries and other types of libraries. These activities have been carried out in a great variety of ways, with each state reacting to its own demographic, governmental, and library realities. The federal Library Services and Construction Act has been a major constructive force enabling state library agencies to be effective leaders in cooperative and networking activities. State library agencies and public libraries working together can continue to extend library services by taking leadership in networking activities. 相似文献
8.
Maggie Farrell 《图书馆管理杂志》2013,53(4):444-452
ABSTRACTWithin organizations, employees often discuss the need for transparency but what exactly is transparency? Transparency is often linked with communication in an effort to create an organization that is more informed about decisions and processes creating a sense of employee engagement. But leaders are not able to operate in a completely open manner due to a variety of factors. What leadership activities can be conducted in a transparent manner and how is transparency balanced with confidentiality? Transparency is not just a leader responsibility but other managers and employees contribute to organizational transparency. This column will provide more insights into the complex issue of transparency within libraries. 相似文献
9.
10.
Carol G. Hixson 《Cataloging & classification quarterly》2020,58(3-4):294-302
AbstractThe beginnings and the early years of the Program for Cooperative Cataloging (PCC) had a profound impact on the approach taken to cataloging in North America and around the world. The commitment to standards, cooperation, and expanded access also had an impact that went far beyond cataloging operations. One library dean traces the evolution of her vision and contemplates how the PCC’s principles have shaped her entire career and have affected the libraries in which she has worked. 相似文献
11.
Although young leaders and entrepreneurs have become prevalent in the business and technology industries, academic libraries remain much more traditional. Library administrator job advertisements often require seven to ten years of library experience in progressively responsible roles as well as supervisory experience. This article shares the experiences of an early-career community college library administrator working with different generations, provides suggestions to become a manager through intentional leadership, and explores how managers learn to lead. Additionally, the author encourages community colleges to consider younger and/or newer librarians that bring a different perspective to addressing the critical issues facing community college libraries today. 相似文献
12.
以美国图书馆行业最近几年的统计数字及其妇女研究专家MartaMestrovicDeyrup的调查数据为依据,展示并分析了美国大学图书馆行业妇女在经济同等性、领导的职位、领导风格等发展现状,结果表明:妇女与男同事几乎在各个方面差别较小。可以说美国大学图书馆的妇女现状已完成了自己的女权使命,但同时她们在新形势下又面临着新的挑战。 相似文献
13.
论文阐述了我国高校图书馆领导体制的沿革与现状，分析了目前由教授兼任馆长的利与弊，并针对高校图书馆馆长的选任资格提出了一些看法。 相似文献
14.
15.
20世纪末与21世纪初图书馆事业的发展特点及其主要标志 总被引：4，自引：1，他引：4
和19世纪末与20世纪初相比。20世纪末与21世纪初中国图书馆事业的发展特点及其主要标志表现为：以最高首脑视察国家图书馆（以下简称“国图”）为标志，各级领导重视图书馆活动频繁显著；以国图二期项目为标志，各地新馆建设成就卓然；以数字图书馆工程为标志，各类图书馆现代化建设突飞猛进。 相似文献
16.
Alison Circle 《Public Library Quarterly》2013,32(4):356-374
ABSTRACTPublic libraries today are gingerly stepping into the emerging philosophy among successful businesses around the world: customer experience. Libraries are hiring staff with “customer experience” in their title, others are curious and want to learn more. Most of the resources currently available to libraries hoping to get started take a corporate approach particularly as it impacts financial success. The bottom line is that all of us are in the customer experience business, whether we know it or not. It goes to the heart of everything we do – how staff interact with the public and each other, the value libraries provide to a community, even the cleanliness of the restrooms. Additionally, many of those companies that library users experience in their daily lives – health care, insurance, retail – have already jumped on the customer experience bandwagon, overall raising the public’s expectation of what they should experience in libraries. How and where to start? How does a library build a road map to develop a customer experience philosophy and culture, which staff will embrace and support? When building a new library how do you design that building using a customer experience lens? Columbus Metropolitan Library has spent the last 5 years mapping out a customer experience practice, which includes staff training, journey mapping, customer insights, customer engagement training, and library design. 相似文献
17.
Maggie Farrell 《图书馆管理杂志》2013,53(2):171-179
ABSTRACTLibraries are considered safe spaces to explore different topics facilitating the sharing of knowledge so it would appear that colle giality and civility are cornerstones of our service. But within our organizations, collegiality is not always stressed as an important value within the workplace. Civility and collegiality are important for libraries as they are the foundation of our public services and support diversity of ideas and open communication within the workplace. Collegiality standards are set by the leaders and managers within an organization and this column will explore the need for civility standards to successfully achieve library goals.Column Editor’s NoteLeadership skills are essential to creating libraries that are effective and relevant to their communities. While some individuals seem to possess inherent leadership capabilities, it is possible to develop and strengthen skills to effectively lead a department, unit, or organization. This column explores ways for librarians and library workers to improve their knowledge and abilities as they lead their units, libraries, communities, and the library profession. Interested authors are invited to submit articles for this column to the editor at maggie4@clemson.edu. 相似文献
18.
ABSTRACTMany libraries in the US and abroad have formed Sister Library partnerships with libraries in other regions of the world. Some have been very successful and are still ongoing; others have run their course once initial needs were met or the primary leaders retired or moved to other libraries. Few articles published on these partnerships discuss the successes and pitfalls from the perspective of the library administrator. In this article, the authors describe best practices from the point of library administration and how to develop a relationship that is long-lasting and successful. 相似文献
19.
AbstractAcademic library spaces and services have widely broadened their missions away from providing only traditional research services and quiet spaces for study. Today, academic libraries are increasingly repurposing space and redesigning services to become the hub of innovation on university campuses. The literature explores entrepreneurship and academic libraries from many perspectives but with a common theme of the library as a leader in support of entrepreneurship initiatives on campus. 相似文献
20.
John Huber 《Public Library Quarterly》2016,35(4):282-290
Library leaders are trained, experienced, and focused on solving problems. However, an often hidden challenge for library leadership teams is managing paradoxes. This article aims to highlight the difference between solving problems and managing paradoxes and to identify five major paradoxes that libraries face today and will continue to face in the future. A balanced strategy to proactively manage these paradoxes is suggested by embracing the true purpose of your library: transforming and improving the health and well-being of your communities as well as repurposing your library staff to support this strategy. 相似文献