Your SlideShare is downloading. ×
Trends in library & information management: Leadership
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Trends in library & information management: Leadership

1,437
views

Published on

Presentation about leadership in the 21st century and what it means in library management. Also includes some examples of case studies of library situations faced by library managers and employees. …

Presentation about leadership in the 21st century and what it means in library management. Also includes some examples of case studies of library situations faced by library managers and employees. Leadership challenge: now, each person in the organization must have the qualities for effective leadership, and not rely on one appointed person.

Published in: Education, Business

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
1,437
On Slideshare
0
From Embeds
0
Number of Embeds
3
Actions
Shares
0
Downloads
34
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Trends in Library & Information Management and Related Practices Report by: L. Base & A.Delgado LIS 315: Management of Libraries and Information Centers September 28, 2012
  • 2. “Most U.S. corporations today are over-managed and underled.” LEADERS  Vision  What could be  Align people  Motivate people MANAGERS  Organization  What is  Assign people  Control people Based on and adapted from John P. Kotter article in Harvard Business Review, December 2001
  • 3. Leadership in the 21st Century  Leadership is an elusive concept. It is easier to recognize than to describe in words.  There is a concern on how to identify potential leaders and provide training they need to perform successfully.  Managers should also be leaders, but leaders need not be managers.  Leaders are made and not born.
  • 4. 3 Levels of Leadership 1. Individual - leader is mentor, coach, motivator 2. Group - leader focuses on team-building and resolving conflict 3. Leader builds an organizational culture Modern leadership is focused on human relations and is not reserved for those at the top and not about control or manipulation.
  • 5. Abilities leaders need 1. Attention: creating a compelling vision 2. Meaning: communicating the vision 3. Trust: the emotional glue that binds followers to leaders 4. "Deployment of Self": applying knowledge, persistence, and risk-taking, commitment, and challenge, along with the ability to learn from failure
  • 6. What we want from leaders  Purpose, trust, optimism, action, and results.  They give staff freedom to do their job, have a personal interest in them, and have outgoing personalities.  They let staff be innovators and allow them to make mistakes along the way as long as they are learning.
  • 7. Post-heroic leadership  In the past, leaders were heroes who have all the the answers, followers go along. The disadvantages are dependent followers and a the ‘perfect’ leader who can’t acknowledge mistakes.  Post-heroic means shared power and flat, participative organizations.
  • 8. Before, After
  • 9. 5 Levels of Leadership Executive Effective Leader Competent Manager Team Member Capable Individual
  • 10. 10 Facts of Life for 21st Century Leaders 1. The rules have changed 2. Life is faster 3. Accelerating change 4. Higher expectation 5. The culture is in moral decay 6. Servant-leadership is stretching 7. You are a limited resource 8. Leadership is draining 9. More is not the answer 10.There is hope!
  • 11. Future leaders will be...  Sensitive to diversity issues  Interpersonally competent  Skilled communicators and motivators  Community builders  Capable of well-aligned organizational structures
  • 12. Failure vs. Effective Leadership  Conflict avoidance  Oppression of subordinates  Micromanagement  Inaccessibility  Manic behavior  Analytical intelligence Willingness to meet challenges Sociability Receptiveness to new ideas Agreeableness Dependability Emotional intelligence
  • 13. Issues & Case Studies describes a management situation: setting, organization, people  Case studies test our decision-making skills and help us apply them to real situations  There is no right solution, a problem can be solved in many ways  In analysing, note the factors that influence the situation in individuals, groups, and the environment. Think of solutions and their likely results. 
  • 14. #1: The Internal Candidate Caleb is frustrated that he wasn’t appointed as associate director even he has worked here longer than Cassie, who was chosen instead. Jack, the library director, remains neutral. Soon, Caleb vs. Cassie is affecting everyone in the library.
  • 15. #1: Recommendations:  Cassie should acknowledge Caleb’s expected frustration but propose they work together as professional colleagues.  Jack could have prevented this by talking to Caleb why they haven’t chosen him, based on his performance and behavior.  Caleb must learn that advancement depends on his responsibility for his own behavior.  Jack can look for other ways to encourage Caleb
  • 16. #2: It is obvious we don’t matter Peter, the new head of the Serials, finds his staff unresponsive to his requests for suggestions. He learns that they have a silent conflict with the librarians who take them for granted. The staff feels that they don’t matter. How can Peter change that?
  • 17. #2: Recommendations:  Once on the job, the supervisor must work on building rapport and trust. When asking for input, explain consequences of ideas rejected and accepted.  A recognition program like “Employee of the Month” and post articles and pictures of his or her accomplishments.  It is the librarians’ responsibility to bridge the gap
  • 18. #3: Let me do my job! Amanda feels that the board is trying to take over. Olive, a board member, hired an unqualified applicant with no library experience just because they were close. They don’t seem to follow policy. Another board member wanted a friend’s collection to be added to the library, unaware of donation policies and required procedures. What must Amanda do?
  • 19. #3: Recommendations:  Amanda can contact a library association to help conduct a training for board and staff, and invite speakers such as a national librarian and government official.  The differences of the board, the director, and the staff should be clear.  Amanda is still a government employee who needs to respond to community needs.  She should communicate more with the local government officials, her real bosses.
  • 20. #4: What is taking those people so long? Walter, the reference librarian, is complaining that needed books stay too long in cataloging. Mina, the cataloger, says that say they take too long to ensure quality bibliographic standards. Walter thinks they are making excuses as they only get most records in the OCLC. The library director supports Mina.
  • 21. #4: Recommendations:  Delia must create a strategic plan to reflect the library’s goals and the patrons, not fight over whose job is more important or whose training more prestigious.  Everyone needs to understand better the work of other employees. There can be a monthly meeting where each person explains his work.  Mina must also be aware of users’ needs. Other points about bibliographic standards can be put off for later.  Direct confrontation intead of complaining to a colleague solves many problems.
  • 22. #5: Controlling Unruly Students Joan, a librarian in a school library, has to solve the problem of rude, unruly, and noisy students. The attitude problem is also in the classroom, as teachers have complained. She takes the issue to the vice principal for discipline but she does not want to send student after student to him. What strategy must she implement to reclaim proper behavor?
  • 23. #6: Accepting a wealthy donor’s useless collection In a community college library suffering budget cuts, the library director Ana relies on fund- raising. One day, the president says that a donor is willing to give $500,000 if the library houses his collection on Latin. Ana’s concern is the books are not right for the college, and they have not taught Latin for so long. The college may gain money but she is worried about the library’s resources and facilities.
  • 24. #7: Dealing with pornography in the library Alan is assigned at the internet stations of the reference section of a public library. Access is unfiltered because he opposes censorship. But many patrons are complaining about some men accessing porn for all to see. The director asked Alan to solve it. He learns that a local newspaper is interested in the complaints. How can he stop it before its too late?
  • 25. #8: Succeeding an unfit director Colin is the new associate director of a community college library. Ken, the current library director, had neglected the library and left staff with low morale. To Colin’s surprise, the president called and said Ken was fired and Colin is the new director. How can he create a dynamic and committed team?
  • 26. CHALLENGE
  • 27. The Leadership Challenge  There is a leadership crisis in society. In government, education, corporations, and even libraries, people are dissatisfied about leaders and what kind of leadership they want.  Few managers possess a clear vision of the future and the knowledge of how to get from here to there.
  • 28. Today: ‘Anti-authoritarian Age’  It is more difficult for to assume leadership positions as people now are more likely to question the leader's authority.  Today's leader must inspire confidence and trust for followers who are likely to distrust any kind of authority  A leader can’t please everybody, something always fail to live up to expectations. (A common pattern is to oust a leader and look for another.)
  • 29. Leadership is needed!  Many complain about the lack leadership in society  There is a call for better and effective leadership as the cure for the illnesses of society and institutions, but... “We believe in leaders and in leadership, but… on a personal basis few of us want to be led.”
  • 30. Leadership Irony When people's trust are at its lowest and those who are supposed to be leaders can't be trusted, when people are tired, angry, and cynical that a society needs leaders most to “transcend the vacuum”. (Bennis)
  • 31. People-centered Leaders  A new leadership style with management- worker unity  The leader creates a vision and has the practical ability to do it  A people-oriented leader  The leader from ‘cop to cheerleader’  Leaders are found in every level of the organization, and they must encourage others
  • 32. 5 Practices of Exemplary Leadership
  • 33. Conclusion  Effective leaders adapt their style to the situation. Choosing is always a challenge.  In most modern organizations, leaders are found in all levels. The idea of a leader as the person only at the top is outdated.
  • 34. End. Thank you for listening! -Liza & Allana 

×