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Leadedhip

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    Leadedhip Leadedhip Presentation Transcript

    • Leadership Skills: Do we need them? Can we gain them? France Bouthillier Director – Associate Professor Graduate School of Library and Information Studies McGill University
    • Who needs leadership skills?
      • Those involved in:
      • Resources management
      • Project management
      • Advocacy
      • Lobbying
      • Change management
      • What about you?
    • What is leadership?
      • Many definitions
      • Many theories
      • Many leader traits and styles
      • Ability to influence others for getting the job done through commitment of people
    • Sources of power
      • organizational:
        • legitimate power - granted by hierarchy
        • reward power - to give or withhold reward
        • coercive power - power to punish
      • personal
        • referent power - identification, imitation
        • expert power – knowledge, expertise
    • Managers and leaders: same skills?
      • Managers are not necessarily leaders
      • Leaders are not necessarily managers
      • However, good managers and leaders should have both management and leadership skills
    • Manager Vs. Leader
      • Managers
      • Administer
      • Maintain the status quo
      • Use control
      • Deal with details and tactics
      • Focus on systems and rules
      • Have limited view
      • Do the thing right
      • Leaders
      • Innovate
      • Develop
      • Inspire trust
      • Deal with strategies
      • Focus on people and values
      • Look at the big picture
      • Do the right thing
    • Qualities of managers vs. leaders
      • Managers
      • Rule-oriented
      • Communicative
      • Create pressure
      • Care about satisfaction
      • Outcome-oriented
      • Problem controller
      • Respectful of traditions
      • Reactive
      • Responsible
      • Leaders
      • Assertive
      • Persuasive
      • Able to work under pressure
      • Good motivator
      • Visionary
      • Problem solver
      • Creative
      • Proactive
    • Examples of leaders
      • Who is an inspiring leader?
      • Have you encountered a good leader?
      • Do you have models of leaders?
    • Emotional intelligence
      • Good leaders have also
      • Self-awareness
      • Self-confidence
      • Self-control
      • Commitment and integrity
      • Ability to communicate, influence, initiate change and accept change (Goleman, 1998)
    • Transformational leadership
      • argues for the importance of strong leaders with charismatic personalities who can
      • optimize the personal and professional development of others
      • Develop strong vision
      • Act as teachers, facilitators, motivators
      • Never put personal before group interests
      • Make moral and ethical decisions
    • What makes a leader?
      • Guiding vision or sense of purpose
      • Passion and enthusiasm
      • Integrity
      • Self-knowledge
      • Honesty
      • Curiosity
      • Risk taking
    • A typology of leaders
      • According to Pitcher (1999), leaders can be:
      • Artists who are intuitive and have dreams
      • Craftsmen who deal with day-to-day operations
      • Technocrats who are analytical, brilliant but distant
    • Leadership and women
      • 1929, women could earn a salary
      • 1950, to work as teachers, women had to be single or members of religious communities
      • 1964, women have the right to make banking transactions on their own
      • 1975, Charter on human rights
      • 1996, legislation on equity
    • Leadership and women
      • For women, leadership skills and styles had to evolve differently than for men
      • In spite of barriers, at any time in history, we can find outstanding female leaders in various social areas
    • Leadership and librarians
      • Are librarians motivated to become leaders?
      • Do we have inspiring leaders in libraries?
      • Do we like leaders in libraries?
      • Do librarians have the skills to become leaders?
    • Leadership and change management
      • Paradigm shifts:
      • Resources
      • Services
      • Users
      • Implications on:
      • Job design
      • Technology
      • Human resources
    • Forces for change
      • external
      • - new technologies
      • - political, economic, financial conditions, world market
      • - customer demands, changes in competition
      •  
      • internal
      • - re-engineering, costs
      • - revision of plan/objectives, communications
      • - employee turnover, changes in work practices
    • Change requires leaders who can
      • Create a realistic sense of urgency for change
      • Create a clear vision of the future
      • Remove obstacles to change
      • Anchor changes in the organization’s culture
      • Follow through with plans
    • But leading change also means
      • Machiavelli in The Prince (1514): “It must be realized that there is nothing more difficult to plan, more uncertain of success, or more dangerous to manage than the establishment of a new order of things…
    • Why change is difficult to implement?
      • People don’t understand or don’t want to
      • People aren’t informed
      • People’s security is threatened
      • People prefer the status quo
      • People have vested interests
      • Inertia and obsolescence
    • Challenges for leaders
      • Managing participation is a balancing act: between management control and team opportunity; between getting the work done quickly and giving people a chance to learn; between seeking volunteers and pushing people into it; between too little team spirit and too much. Kanter (1983).
    • How to gain leadership skills?
      • First, you need to explore your values
      • Second, who can serve as a model for you and why?
      • Third, what is your vision of your profession, service, organization?
    • How to gain leadership skills?
      • Develop emotional intelligence
      • Including empathy
      • And trustworthiness
      • Need to decide whether you want innovation, change and risk taking
    • You can develop skills…
      • Only if you are truly motivated to do so
      • However your style and ability will always be determined by your personality
    • Means for developing skills
      • Workshops
      • Institutes
      • Role playing
      • Community involvement
      • Personal experiences
    • Libraries need leaders more than ever because
      • Change is permanent
      • Need to develop strong vision of the role of libraries and design of library services
      • Need for partnerships, communication, advocacy, lobbying
    • Are you ready for it?
      • If not, others professions and experts will take a leadership role ….
      • Thank you!
      • Comments are appreciated:
      • [email_address]