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Supervision and leadership in libraries
Supervision and leadership in libraries
Supervision and leadership in libraries
Supervision and leadership in libraries
Supervision and leadership in libraries
Supervision and leadership in libraries
Supervision and leadership in libraries
Supervision and leadership in libraries
Supervision and leadership in libraries
Supervision and leadership in libraries
Supervision and leadership in libraries
Supervision and leadership in libraries
Supervision and leadership in libraries
Supervision and leadership in libraries
Supervision and leadership in libraries
Supervision and leadership in libraries
Supervision and leadership in libraries
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Supervision and leadership in libraries

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  • 1. Supervision and LeadershipPresented to; Dr. Robina BhattiPresented by; Muhammad Kashif Roll # - 03 Bs, 5th Semester (2010-2014) Department of Library & Information Sciences 1 The Islamia University of Bahawalpur, Pakistan
  • 2. SupervisionSupervision is an accountable process whichsupports, assures and develops the knowledge,skills and values of an individual, group orteam. The purpose is to improve the quality oftheir work to achieve agreed objectives andoutcomes. 2
  • 3. What do supervisors do? 3
  • 4. What do supervisors do?Conducting basic management skills (decision making, problemsolving, planning, delegation and meeting management).Organizing their department and teams.Noticing the need for and designing new job roles in the group.Hiring new employees.Training new employees.Employee performance management (setting goals, observingand giving feedback, addressing performance issues, firingemployees, etc.)Conforming to personnel policies and other internal regulations. 4
  • 5. Effective SupervisionEffective supervision is one of the most important measures that organizations can put in place to ensure positive outcomes and quality services for the people who use library services. Effective workload management. Monitoring of individual performance and quality of service provided. Reflection and guidance on focus of work and methods used. Ensuring commitment to positive outcomes and effective working with others. Maintaining motivation and job satisfaction through clarity on work objectives, positive feedback,critical reflection, personal support and continuing personal and professional development. Consequent positive impact on staff retention and continuity of service. Integral part of performance management arrangements. 5
  • 6. Why do people want to become supervisors? 6
  • 7. Why do people want to become supervisors?1. Status2. Increased Salaries3. A Desire to Be a Change Agent4. Increased Opportunity for Creativity5. Increased Capacity to Give6. A Desire to Control People 7
  • 8. LeadershipWhat is leadership? 8
  • 9. What is leadership?The action of leading a group of people or anorganization.The position or function of a leader, a person whoguides or directs a group.The art of getting others to want to do somethingyou are convinced should be done 9
  • 10. Types of LeadershipThere are two types of overall leadership: Formal Leader Informal Leader 10
  • 11. Formal LeadersIndividuals who occupy organizational offices orpositions which have power as part of theposition. 11
  • 12. Informal LeadersIndividuals who have power with an organizationbecause other personal power to inspireadmiration or other characteristics but do nothold an official position of power. 12
  • 13. What is a good leader and supervisor? 13
  • 14. What is a good leader and supervisor. Builds people rather than tears them down. Is supportive. Is consistent. Is caring. Uses time wisely. Is persistent to their goals. Is willing to compromise. Allows as much freedom is possible. Is creative. 14
  • 15. Characteristics of superior leader1. Self-confidence2. Self-awareness3. Strong personal values4. Skills of Value Clarification (choosing freely from alternatives, prizing the choice and acting consistently on that choice.5. Advocacy (the act of arguing on behalf of a particular issue, idea or person).6. Accountability (taking responsibility for values and actions) 15
  • 16. Reference^ Arvey, R.D., Rotundo, M., Johnson, W., Zhang, Z., & McGue, M. (2006). The determinants of leadership role occupancy: Genetic and personality factors. The Leadership Quarterly, 17, 1-20.^ a b Judge, T.A., Bono, J.E., Ilies, R., & Gerhardt, M.W. (2002). Personality and leadership: A qualitative and quantitative review., 87, 765-780.https://www.ideals.illinois.edu/handle/2142/527http://www.jstor.org/discover/10.2307/25693372?uid=2129&uid=2&uid=70&uid=4&sid=21101480832953Supervision of employees in libraries, Issue 24, Rolland Elwell Stevens, University of Illinois, Graduate School of Library Science, 1979, 16
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