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presented at the Seminar on “Leadership: The Key to Higher Readership", sponsored by C&E Publishing, held at the C&E Information and Resource Center, Quezon Boulevard, Quezon City, 13 May 2009

presented at the Seminar on “Leadership: The Key to Higher Readership", sponsored by C&E Publishing, held at the C&E Information and Resource Center, Quezon Boulevard, Quezon City, 13 May 2009

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    Library  Leadership Library Leadership Presentation Transcript

    • by Fe Angela M. Verzosa Presented at the Seminar on Leadership: The Key to Higher Readership, sponsored by C&E Publishing, held at C&E Information Resource Center, Quezon City, on 13 May 2009 Library Leadership
    • Objectives
      • Determine what defines a leader
      • Understand your style as a leader
      • Develop strategies to lead with greater effectiveness
      • Choose an effective leadership style
    • Focus
      • How members of the external environment view the effectiveness of the individual library leaders
      • What changes in the organizational domain of the library relate to the effectiveness ratings of the library leader
      • What activities effective library leaders perform in their relations with the library’s external environment
    • Leadership…
      • “ like swimming, cannot be learnt by reading about it.”
      • Henry Mintzberg
      So, I can teach you to become managers, but I can’t teach you to be leaders!
    • A Challenge Can you give a One Sentence Definition of LEADERSHIP?
    • Leadership
      • “ We are unable to define leadership, but we seem to know it when we see it..”
      • Henry Mintzberg
      • 1982
    •  
    •  
    • A leader is &quot;a person who influences a group of people towards the achievement of a goal &quot;.
    • Leaders don’t create followers “ The job of a leader today is to create more leaders.” Ralph Nader “ And when we think we lead, we are most led.” Lord Byron Great leadership senses what is emerging. It’s about leaders being part of things, not an external agent acting upon them. Great leaders ride change, they don’t manage it.
    • 4 Factors of effective Leadership
      • Influence
      • Integrity
      • Inspiration
      • improvement
    • Management
      • “ the exercise of responsibility for the effective use of the human, financial and other resources available to meet an organization’s objectives.”
    • Ingredients of an Effective Manager Leadership Vision Time management Effective Communication Public Relations Self-knowledge I am competent! Digital or traditional I am great!
    •  
    • &quot;There is a profound difference between management and leadership, and both are important. To manage means to bring about, to accomplish, to have charge of or responsibility for, to conduct. Leading is influencing, guiding in a direction, course, action, opinion. The distinction is crucial&quot;. Warren Bennis
    • &quot;Leaders manage and managers lead, but the two activities are not synonymous…. Management functions can potentially provide leadership; leadership activities can contribute to managing. Nevertheless, some managers do not lead, and some leaders do not manage&quot;. Bernard Bass
    • Leadership and Management
      • “ Management is doing things right; leadership is doing the right things.”
      • Peter Drucker
    • Leaders vs Managers
      • Managers dictate, leaders inspire
      • Leaders lead by asking questions, not by issuing instructions
      • Leaders do strategy, managers do details
    • Leaders vs Managers
      • The manager administers; the leader innovates.
      • The manager maintains; the leader develops.
      • The manager accepts reality; the leader investigates it.
      • The manager focuses on systems and structures; the leader focuses on people.
      • The manager relies on control; the leader inspires trust.
      • The manager has a short-range view; the leader has a long-range perspective.
      • The manager asks how and when; the leader asks what and why.
      • The manager has his or her eye always on the bottom line; the leader has his or her eye on the horizon.
      • The manager imitates; the leader originates.
      • The manager accepts the status quo; the leader challenges it.
      • The manager is the classic good soldier; the leader is his or her own
    • Management Focus/ Leadership Focus
      • Task/things
      • Control
      • Efficiency
      • Doing things right
      • Speed
      • People
      • Empowerment
      • Effectiveness
      • Doing the right things
      • Direction
    • Management / Leadership characteristics
      • Restricting
      • Controlling
      • Playing safe
      • Molding
      • Forcing
      • Regimenting
      • Stifling
      • Rigid
      • Autocratic
      • Consistent
      • Doing things right
      • Enabling
      • Freeing
      • Risking
      • Releasing
      • Enhancing
      • Challenging
      • Participating
      • Flexible
      • Democratic
      • Predictable
      • Doing the right things
    •  
    •  
    •  
    •  
      • Are you a Leader or a Manager?
      OR BOTH!
    •  
    •  
    • Library leadership implies...
        • Librarian seeks to influence members of the parent organization to provide resources
        • to support expansion plans
        • to accept the goals of the library as valid and thus deserving of support
    • 3 dimensions used to measure library leadership 1 Leader/managerial activities 2 Reputational effectiveness 3 Management of organizational change
    • Leader qualities measured in terms of activity categories
      • Managerial role activities
      • professional involvement
      • membership in committees
      • strategies for influencing
      • environment
    • 1 Six managerial activities categorized into roles
      • supervisor
      • liaison
      • environment monitor
      • spokesperson
      • entrepreneur
      • resource allocator
    • Supervisor Role
      • directing the work of subordinates
      • integrating subordinates’ goals with library’s goals and objectives
      • allocating human resources to tasks
      • evaluating subordinate job performance
      • resolving conflicts between subordinates
      • providing new staff with training
    • Liaison Role
      • attending social functions for contacts
      • attending conferences and meetings
      • representing the library at formal / social functions
      • staying attuned to informal communication networks
      • developing contacts with people outside
    • Environment Monitor Role
      • initiating new ideas for services and operations
      • keeping up with professional trends/changes
      • keeping up with technological developments
      • scanning the environment for new opportunities to improve services/operations
      • gathering information about users
      • touring facilities to observe
      • reading reports of other units / offices
    • Entrepreneur Role
      • planning and implementing changes in the library
      • initiating controlled change in the library
      • solving problems by instituting needed changes in the library
    • Spokesperson Role
      • serving as an expert or advising people outside the library
      • keeping others informed of the library’s plans and programs
      • answering letters or inquiries on behalf of the library
      • serving on committees, representing the library
    • Resource Allocator Role
      • distributing budgeted resources
      • preventing the loss of human or capital resources
      • deciding which programs to provide resources to
      • allocating equipment or materials
      • obtaining adequate resources to administer library programs and build collections
    • 2 Reputational effectiveness
      • results from leader activities
      • affected by the feedback that the external environment receives from the user environment
    • Reputational effectiveness is developed thru …
      • Years in managerial positions
      • Libraries worked in
      • Active involvement in continuing education
      • Professional journals scanned / read
      • Papers published / presented
      • Association memberships
      • University / school assignments
    • 3 Changes in the organizational domain Changes in physical facilities Introduction of major automation Introduction of revenue- generating activities
    • 3 Changes in the organizational domain Changes in relationships with other community entities Internal organizational changes
    • Key Leadership Types Reputational effectiveness Organizational change Leader activity Energizer Professional involvement Dimension Sustainer Politician Retiree
    • Profile: Energizer
      • enjoys a high reputation
      • dynamic as :
        • spokesperson
        • entrepreneur
        • resource allocator
        • supervisor
      • career development is rapid
      • low on professional involvement
    • Profile: Sustainer
      • enjoys a high reputation
      • dynamic as :
        • liaison
        • entrepreneur
        • resource allocator
        • supervisor
      • cautious in introducing changes in organization
      • focused on providing stable & comfortable leadership
    • Profile: Politician
      • enjoys a high visibility & therefore reputation
      • dynamic only as entrepreneur
      • active in professional and community involvement
      • slow in introducing changes
    • Profile:Retiree
      • engages in limited leader activities
      • held in low esteem by colleagues
      • dynamic as resource allocator
      • experiences little changes
      • very high on professional involvement
    • Key Leadership Types Reputational effectiveness Organizational change Leader activity Energizer Sustainer Politician Retiree High High High High High High Low Low Low Low Low Low Dimension Professional involvement Low Low High High
    • Understanding library leadership Innovation is a cyclical phenomenon . Periods of high innovation are followed by periods of sustained implementation and consolidation. Alternating cyclical behaviors may find some relevance in an organization’s life. Thus low-change Sustainers and Politicians have a crucial role as the ideal Energizer.
    • What Leadership Style to use depends on…
      • You : your personality, knowledge, values, ethics, and experiences. What will work?
      • Them :
      • different personalities and backgrounds of people around you. The leadership style you use will vary depending upon what they will respond best to.
      • The organization : traditions, values, philosophy, and concerns of the organization influence how a leader acts.
    • Determining the Best Leadership Style
      • Should leaders be more task or relationship (people) oriented
      • Leaders have a dominant style, one they use in a wide variety of situations
      • No one best style - leaders must adjust their leadership style to the situation as well as to the people being led
      • Many different aspects to being a great leader - a role requiring one to play many different leadership styles to be successful
    •  
    •  
    • Leadership…
      • “ like swimming, cannot be learnt by reading about it.”
      • Henry Mintzberg
      So, “if you ain’t got what it takes, you ain’t gonna make it!”
    • Thank you for listening! You can get in touch with me at my email address – fe.verzosa@dlsu.edu.ph – and at our PAARL website– http://groups.yahoo.com/group/PAARL/