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1.
ABSTRACT

Leadership training tends to focus on development and performance of leadership skills with the implied understanding that the position is permanent or the appointment is formalized. Yet organizations require temporary leaders during leadership gaps but there is limited information on serving in an acting role or for a short period of time. Serving as an interim leader has unique challenges and opportunities but several considerations should be made to make this a positive experience providing smooth transitions for an organization.  相似文献   

2.
《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   

3.
ABSTRACT

Libraries 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   

4.
Abstract

Organizations function as small societies with their unique behaviors, patterns, and communication. Organizational culture describes how individuals work within libraries and the patterns, assumptions, values, attitudes, and behavior that help an organization to operate within its environment and achieve, or not achieve, its mission. Effective leaders must understand the operational framework of their libraries in order to be successful in managing or to change the culture in support of strategic goals. Changing the culture of an organization is difficult and a long-term process with a realistic understanding of the current behaviors and a determined vision for how an organization should work. There are some specific strategies that may aid leaders in transforming a library culture into a productive and effective set of behaviors that will contribute to a library’s success.  相似文献   

5.
This article analyses leadership in the newsroom of the Spanish newspaper El País as well as its impact on the craft of journalism more generally. Through 23 in-depth interviews, we try to elucidate how the newsroom constructs its leaders (in the newsroom, what does it mean to be a leader?), paying particular attention to the main skills considered to be necessary. According to our newsroom findings, not all heads of section or editors-in-chief are leaders, a fact that questions formal authority relations and proclaims expertise and know-how as discriminatory skills. This study emphasizes that the collective recognition of a leader is not an ultimate disposition, but can vary over time: consequently leaders who do not achieve the professional requirements of the newsroom can be denied the status, despite their expertise and experience. Our findings indicate that leaders at El País are those journalists (no matter what their positions) with strong capacities and skills (fundamentally experience, expertise and creativity) to manage form (relationships) and substance (contents) in the daily work of the newsroom. In short, journalists seen as leaders combine reiterated and strong qualities and merit, graphically reflected in the texts they have published for years in the newspaper.  相似文献   

6.
ABSTRACT

Advertisements for public library directors can reflect the evolution of the public library environment as libraries adapt to changes related to funding and technology. No study has examined whether the skills and attributes desired of public library directors have changed over time and whether they are associated with the characteristics of management or leadership. Content analysis of public library director job advertisements from 2000–2011 revealed a closer association with management than leadership traits and an omission of characteristics like advocating, fundraising, being politically savvy, and having a vision needed to position the public library as an essential resource to stakeholders.  相似文献   

7.
ABSTRACT

Emotional intelligence is the ability to manage one's own and others’ emotions and build relationships with people. Emotionally intelligent leadership is more and more important in today's ever-changing organizations like libraries. This article uses Goleman's five-point framework of emotional intelligence (self-awareness, self-regulation, motivation, empathy, and social skills) to analyze the leadership in the comedy sitcom 30 Rock and critique the importance of emotional intelligence in leadership.  相似文献   

8.
Abstract

Reference librarians who are new to an organization need to participate in a systematic orientation program as soon as possible regardless of whether they are experienced or not. A well-planned orientation program helps new librarians provide better and more efficient service for their patrons; and facilitates identification with the organization that they have joined. The need for such orientation programs has no significant relevance to the degree of the librarian's previous experience. Experienced librarians need orientation more than training, though they may also need some training specific to changes in their duties and work location.  相似文献   

9.
ABSTRACT

Cultural heritage is wonderfully diverse and as heritage preservation professionals, it is our duty to address the preventive conservation of all cultural heritages. However, there is no one set of guidelines, practices or rules that can be applied in all situations. A preventive conservator with strong technical and soft skills is essential in this situation. At the Winterthur/University of Delaware Program in Art Conservation (WUDPAC), preventive conservation has been an identifiable part of the curriculum since the early 1980s. From its establishment, the curriculum has evolved to include the teaching of both current day technical skills for the practice of preventive conservation and soft skills in teamwork, leadership, institutional priorities and goals identification, and written and oral communication. These are taught to all students in their first year and those that select the option of a preventive conservation minor in their second year. Recently, it has become clear that it is not possible to teach adequately both the technical and soft skills needed for the practice of preventive conservation within WUDPAC's existing minor area of study. Additional time is needed to study and develop the complex theories, abilities and requisite skills that characterize the preventive conservation specialty. This paper discusses the work to develop a curriculum for a WUDPAC preventive conservation major, the strong mandate to continue to teach both technical and soft skills, and the surprising resistance to the establishment of a preventive conservation major.  相似文献   

10.
ABSTRACT

Transformational 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   

11.
ABSTRACT

The ability to tolerate ambiguity is an important attribute of successful leaders. In this article the metaphor of off-road motorcycling is used to introduce the concept of ambiguity and the virtues of becoming tolerant and comfortable with the uncertainty that has become a hallmark of information age organizations. Tolerance of Ambiguity is a known leadership concept that also extends to employees. Many employees want to be involved earlier in the planning and decision making process of the organization, but may be uncomfortable with the ambiguity characteristic of early stage planning.  相似文献   

12.
Leadership calls for the ability to work well with people, communicate with stakeholders, participate in and lead meetings, and often public speaking. As a leader advances within an organization, expectations increase for the individual to engage with others as leaders spend more time working with colleagues and stakeholders to advance the organization. These expectations tend to favor extroverts in leadership roles but organizations may overlook the strengths of introverts as leaders losing out on the potential for effective management. An understanding of the strengths and weaknesses of personality types will help individuals as well as organizations in developing leadership in order to achieve organizational goals.  相似文献   

13.
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   

14.
《图书馆管理杂志》2012,52(1):133-144
ABSTRACT

Research libraries are in a time of major transitions and changes. Research library leadership is also transitioning. This article will define transition, explore its many manifestations, and provide strategies and tools for institutions and individuals dealing with transitional environments. Transition provides special opportunities and challenges for research libraries moving forward, not only at the administrative level but at all levels of the organization.  相似文献   

15.
Abstract

As afield of study, company leadership can be examined from many angles. In this paper our aim is to study leadership in the way it effects change. The qualitative value of the information compiled is considerable since it helps to understand the grounds on which the success of the directors who effected change of the Spanish media market was based. The interviews afford us a closer look at the minds of the leading players in action.

The cases analysed show that, in media companies, radical transformations do not come about without the existence of one or several leaders, capable of mobilising the organisation where they work.

Through the literature review, the companies'internal documentation and interviews with the directors we have been able to demonstrate that our hypotheses on leadership are not only reasonable but also help to explain, to a great extent, the profound transformations which the Spanish media market has undergone in the last 25 years.  相似文献   

16.
Abstract

Our guest columnist is Karl Bridges who has served in a variety of leadership roles in academic libraries. I have gotten to know Karl over the past few years as he was asked to serve in an interim dean role and then hired into the permanent dean positions. At the time, I was at the University of Wyoming and serving as a leader in sparsely populated state where everyone knows your name. Western leaders have to form a tight bond – there are fewer of us and the distances are great. But regardless of geographical situations, leaders need and depend on peer networks that provide a safe space for frank conversations and sharing ideas that help all libraries achieve their goals. Karl has dealt with changing university leadership, library transformations, and dire budget situations. Well, pretty much what every library leader must face. Despite these challenges, library leaders have an opportunity to make a real difference. Karl draws upon his years of experience to provide a thought piece about library leadership noting the complexity, the importance of leadership, and the real joy of making a difference in someone’s life. I hope you enjoy this raw look at leadership and that it reminds you of the purpose of leadership.  相似文献   

17.
Abstract

Change in distance learning is occurring at a rapid pace. As new technologies appear, institutions of higher education incorporate them into their course delivery options. Library services must also change to meet new user needs. This article examines the meanings of change and leadership within a distance-learning setting. After describing several strategies used by the author to lead change, the process is outlined in a checklist, with notes to especially relevant current literature. The checklist is intended to help others work through a similar process.  相似文献   

18.
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19.
ABSTRACT

Strategic communication is not solely the remit of library managers and directors, but is the product of internal culture and engagement with the organization's brand. Libraries need to communicate strategically, in order to demonstrate to individuals across the organization that their message is on point, and that they understand, are committed to, and actively support the university's goals. Much of this work happens via the myriad of interactions library staff at all levels have with students and staff (and indeed community members) of all kinds. When the attitude and behavior of library staff does not truly reflect the library's and the university's branding or goals, this undermines more explicit measures of value. It is important for the leadership of academic libraries to understand and influence how every library staff member views his or her role in the organization, so that their communication is reflective of a confidence in themselves and their profession, and a solid understanding of their institution and the higher education landscape. In large-scale organizational change, both intellectual and emotional buy-in to the organization can wane. We seek to show how a people-centered change process, rather than adversely affecting staff buy-in, could instead increase buy-in to the organizational change.  相似文献   

20.
《Communication Teacher》2013,27(4):266-270
Courses: Leadership, Organizational Communication, Small Group Communication

Objectives: After completing this activity, students will have greater awareness of a variety of metaphors of leadership and how these metaphors highlight different sets of instrumental communication knowledge, skills, and abilities.  相似文献   

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