共查询到20条相似文献，搜索用时 31 毫秒
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Maggie Farrell 《图书馆管理杂志》2018,58(2):166-173
Leadership faces a number of paradoxes that can be challenging and confusing, particularly as individuals take on new leadership roles. Employees want leaders to be decisive but participatory in decision making, focused on big pictures but contribute to detailed discussions, and engage but not micromanage. It is confusing as mixed messages are given to leaders and the opinions of employees vary, creating a situation in which it is difficult for leaders to fully understand employee expectations. Leaders not only need to understand these paradoxes but develop methods to balance employee expectations and communication strategies that help employees appreciate the balancing act that each leader must develop. 相似文献
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Maggie Farrell 《图书馆管理杂志》2013,53(6):597-604
AbstractThere are many types of leadership but little known is parent leadership – how parental skills are applied to the workplace. Libraries depend more on soft skills that facilitate work and advance an organization. How individuals work together in an organization is just as critical as the work they accomplish. This depends on the ability of employees to develop and utilize their soft skills complementing their technical skills and expertise. As leaders focus more on behavior, they may tap into their parenting techniques in order to coach, guide, direct, and resolve conflicts. While a leader may not be able to ground an employee or take away their TV watching privileges, they might find themselves resorting to similar techniques in their management. 相似文献
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Maggie Farrell 《图书馆管理杂志》2017,57(6):674-682
Knowledge management is a process that infuses knowledge and decision making across an organization. It not only encourages decision making based on data but also fosters communication among personnel for informed practices and processes. The social connections within an organization facilitate the formal structure and encourage personnel to share expertise, insights, and past experiences to inform decision making. Such a highly interactive organization requires leadership that supports and encourages knowledge management practices. A successful knowledge management organization depends on certain leadership characteristics in order to foster interactions that contribute to the processes. A variety of characteristics and patterns will offer leaders understanding on how to lead within a knowledge management library. 相似文献
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Maggie Farrell 《图书馆管理杂志》2013,53(8):990-1000
ABSTRACTLeadership 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
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《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
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Christina Neigel 《图书馆管理杂志》2015,55(7):521-534
To grapple with the difficulties of change, LIS literature often turns to a discourse of leadership as a way of gaining an understanding of how change can be effectively and appropriately managed. However, much of this work fails to account for the feminized nature of the profession and the gendered practices that shape the roles of men and women who choose this field. Furthermore, there is an absence of literature that interrogates the ways in which LIS master's programs address gendered practice. Beginning with an examination of how the field of LIS is feminized, I set out to reveal how, within the context of gender, the experience of women who advance in LIS leadership and administrative positions remains poorly understood. I suggest that the adoption of masculinized practices is a response to the devaluation of “women's work” that has historically defined the service ethic of librarianship. This article serves as an example of the ways in which it is possible to interrogate assumptions about leadership. 相似文献
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Philip Nowlen 《Curator: The Museum Journal》2005,48(1):30-32
It appears to me that in Ethics, as in all other philosophical studies, the difficulties and disagreements … are mainly due to a very simple cause: namely to the attempt to answer questions without first discovering precisely what question it is which you desire to answer.—George Edward Moore, Principia Ethica, 1903 (Preface). 相似文献
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《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
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Brad Vogus 《Public Services Quarterly》2019,15(2):137-141
A summary of recent articles on leadership in library and information science literature. 相似文献
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Michael W. Kramer 《Journal of Applied Communication Research》2013,41(2):141-162
In contrast to research in which an individual leader is assigned or expected to emerge, musical theater productions provide an opportunity to explore how leadership is shared among the director, assistant director, music director, choreographer, and stage manager in a naturally occurring group. This ethnographic study explores how one community theater group managed the sharing of leadership roles when the primary director assumed a passive or ineffective role. The study explores the communication and affective responses of the secondary leaders and cast members when they perceived that the primary leadership failed to function and then examines how secondary leaders and cast members communicated to share the leadership to produce successful theatrical performances. The results have implications for other groups with shared leadership structures. 相似文献
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Michael W. Kramer 《Journal of Applied Communication Research》2006,34(2):141-162
In contrast to research in which an individual leader is assigned or expected to emerge, musical theater productions provide an opportunity to explore how leadership is shared among the director, assistant director, music director, choreographer, and stage manager in a naturally occurring group. This ethnographic study explores how one community theater group managed the sharing of leadership roles when the primary director assumed a passive or ineffective role. The study explores the communication and affective responses of the secondary leaders and cast members when they perceived that the primary leadership failed to function and then examines how secondary leaders and cast members communicated to share the leadership to produce successful theatrical performances. The results have implications for other groups with shared leadership structures. 相似文献
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《图书馆管理杂志》2013,53(2):57-74
The task of finding and developing potential leaders from within the library profession requires an understanding of what a leader is, as well as the challen es that librarianship will face as it enters the twenty-first century. ~ f i s article explores five fundamen- tal leadership competencies: vision, communication, trust, risk-tak- ing and em owerment and examines how individuals learn from personal an ! organizational experiences. It sug ests ways of incor- porating programs and activities into the workp k ace that support the development of leadership skills. If everyone within the library community assumes responsibility for recognizing untapped talent and providing developmental opportunities for it to mature, it will ensure that the library field has a pool of competent, confident, com- mitted leaders for the future. 相似文献
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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
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图书馆“班长”自我塑造要旨 总被引：2，自引：0，他引：2
图书馆“班长”自我塑造要旨常书智ＡＢＳＴＲＡＣＴＣｈｉｅｆｌｉｂｒａｒｉａｎｉｓｔｈｅＣＥＯｏｆａｌｉｂｒａｒｙ，ｗｈｏｓｈｏｕｌｄｈａｖｅｔｈｅｑｕａｌｉｔｙｏｆＰＲ，ｐｒｏｐｅｒｕｓｅｏｆｐｏｗｅｒ，ｉｎｔｅｇｒａｔｅｄｖｉｓｉｏｎ，ｊｕｓｔｉｃ... 相似文献