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Management and Leadership styles in Library

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By the end of the lesson you should be able to:
Examine the concept of management
Determine what defines a leader

Published in: Education
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Management and Leadership styles in Library

  1. 1. OKIKI, O. Chris (Ph.D) Head, Automation Unit University of Lagos Library University of Lagos Akoka, Lagos cokiki@unilag.edu.ng, chrisokiki2009@yahoo.com
  2. 2. By the end of the lesson you should be able to: Examine the concept of management Determine what defines a leader Understand your style as a leader Develop strategies to lead with greater effectiveness  Choose an effective leadership style
  3. 3.  How members of the external environment view the effectiveness of 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
  4. 4.  What is Management?  “the exercise of responsibility for the effective use of the human, financial and other resources available to meet an organization’s objectives”.
  5. 5.  Vision  Time management  Effective Communication  Public Relations  Self-knowledge
  6. 6.  “ like swimming, cannot be learnt by reading about it.” Henry Mintzberg  So, it would be difficult to teach you to become managers, but I can’t teach you to be leaders!
  7. 7.  Leadership –Leadership – directly anddirectly and indirectly influencingindirectly influencing people to cause changepeople to cause change  Management –Management –effectiveeffective utilization of resources toutilization of resources to achieve organizational goalsachieve organizational goals
  8. 8.  Managers think incrementally  Leaders think radically “  Managers do things right, while  Leaders do the right thing” (Pascale)  Managers follow the rules; Leaders follow their intuition  Leaders stand out by being different.  They question assumptions and are suspicious of tradition.  They seek out truth and make decisions based on fact not prejudice  Leaders are observant and sensitive people.They know their team and develop mutual confidence within it (Fenton)
  9. 9.  Influence  Integrity  Inspiration  improvement
  10. 10.  Managers dictate, leaders inspire  Leaders lead by asking questions, not by issuing instructions  Leaders do strategy, managers do details
  11. 11.  “ Management is doing things right; leadership is doing the right things.” Peter Drucker  Are you a Leader or a Manager? OR BOTH!
  12. 12.  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.
  13. 13.  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.
  14. 14.  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.
  15. 15.  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
  16. 16.  supervisor  liaison  environment monitor  spokesperson  entrepreneur  resource allocator
  17. 17.  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
  18. 18.  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
  19. 19.  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  reports of other units / offices
  20. 20.  planning and implementing changes in the library  initiating controlled change in the library  solving problems by instituting needed changes in the library
  21. 21.  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
  22. 22.   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
  23. 23.  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.
  24. 24.  Segun is frustrated that he wasn’t appointed as deputy library director even he has worked here longer than Ayo, who was chosen instead. Charles, the library director, remains neutral. Soon, Segun vs.Ayo is affecting everyone in the library.
  25. 25.  Ayo should acknowledge Segun’s expected frustration but propose they work together as professional colleagues.  Charles could have prevented this by talking to Segun why they haven’t chosen him, based on his performance and behavior.  Segun must learn that advancement depends on his responsibility for his own behavior.  Charles can look for other ways to encourage Segun
  26. 26.  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?
  27. 27.  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
  28. 28.  Juliet 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 Juliet do?
  29. 29.  Juliet 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.  Juliet is still a government employee who needs to respond to community needs.  She should communicate more with the local government officials, her real bosses.
  30. 30.  Joan, a librarian in a library, has to solve the problem of rude, unruly, and noisy library user.  What strategy must she implement to reclaim proper behavior?  DISCUSS THIS
  31. 31.  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.
  32. 32.  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.
  33. 33.  What activities library leaders perform in their relations with the library’s environment to be effective  How the effectiveness of the individual library leaders are perceived by members of the external environment  What changes in the organizational domain of the library relate to the effectiveness ratings of the library leader
  34. 34.    “ 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!”
  35. 35. Thank you for listening!

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