13. Key Issues Based on the analyses made, the following key issues are drawn. • BNPL Financing is a type of short-term financing that allows consumers to make purchases and pay for them at a future date. It is becoming an increasingly popular payment option; • BNPL has fully digital operating landscape that enables superior customer experience and business efficiency. Thus, it is expected to capture a significant portion of the market with strong growth prospect; • Dashen Bank is the only bank that provides BNPL financing so far. However, as a substitute product Cooperative Bank of Ethiopia provide the Michu financing. • Fin-tech and telecommunication companies that work in partnership with domestic banks are potential competitors to BNPL business that provide and facilitate digitized credit facility; • The domestic experience revealed that: o The eligibility for the service requires the customers age should be 18 years and above; have a monthly income, which they can prove from their employer or a business license in the case of business owners; o The maximum spending limit on Dube Ale is currently set at Birr 700,000 and is determined at branches; o Payments can only be made using the app, and withdrawals are not allowed; o Customers charged a subscription, guarantee, and convenience fee; The maximum loan duration is 12 months; o Interest Ranges from 2% to 2.5% on monthly basis; o The customer should repay the previous credit first to get another credit and the credit can be paid fully or partially; and o Charges vary depending on the credit period and if payment is made after the due date there will be a penalty fee. • The market need assessment shows that there is a demand of BNPL financing and almost all interviewed sampled organizations were voluntary to give their employees information when requested by the bank; • Majority of the sampled respondents prefer loan repayment through mobile banking and also most of the respondents prefer if the duration of loan repayment period up to a year and shall base on value of the purchased item; • There are five BNPL financing models that are widely applicable. Partnering with Fin-tech to build BNPL solution and Rent out balance sheet are the best models that CBE can adopt right now. Furthermore, the Bank may entertain integrating installments in to credit cards. Acquiring a BNPL company and Rent a technology can also be adopted in line with the banks business model and when the need arise by the market; • Currently, two local potential fin-tech companies EAGLELION System Technology (Dube Pay) and Seregela PLC approached and show an interest and signed memorandum of understanding to work with CBE through the two business models; • The expected benefits of BNPL financing for the CBE are the loan is short term; it address the needs of credit access of retail customers; increase and diversify the credit portfolio; and the bank will have a special product that calls for and held its retail customer fr

1. “Library leader: a lonely rider or a team inspirator?
The X factor”
ANTONIA ARAHOVA
NATIONAL LIBRARY OF GREECE
IFLA M&M CONFERENCE, TORONTO, 9-11/8/2016

2. Main points:
 Team Building
 Leader’s Skills
 Leadership Styles
 Leadership Theories
 Change Leadership
 Team Performance
 Characteristics of Library Leadership
 Quotes
 Greek National Library – Re-inventing leader model

5. Key Words
 Team Work:
 What type?
 What is the purpose?
 Who is the leader?
 Contribution
 Competencies
 Efficiency
 Effectiveness
 Motivation

6.  T - - - - To g e t h e r
 E - - - - E v e r y o n e
 A - - - - A c h i e v e s
 M - - - - M o r e
6

7. Leader is one among all

8. Team Process
Formation
Development
Renewal
Definition
Adjustment
Cohesion
Reinforcement
Learning
Transformation

10. Verbal Behaviors
 What behaviors encourage effective
participation
Set context
 Ask questions of members
 Use supportive statements
 Seek out different perspectives
 Share feelings

11. Contributor Skills
 Initiation - draw out information, clarify ideas
 Energize - show enthusiasm, engage in team process, show
commitment
 Organize
 Build relationships
 Be flexible
 Learn

12. Human Relations Soft Skills/Transferable Skills
Treating
people
fairly
Establishing
rapport
Being a
cooperative
team
member
Dealing effectively
with conflict
Helping clarify
misunderstandings
Creating an
environment of social
interaction

13. Guidelines for Professional Ethics
• Am I confident in
my decision?
• Will it be valid for
years?
• Is it legal?
• Will it hurt
anyone?
• Does it positively
represent the
company?
1 • Does it make
anyone
uncomfortable?
• Does it convey
respect for
others?
• Have I involved
others by
asking their
viewpoint?
• Is it fair?
• Does it uphold the
values of the
organization?
• Can I tell my
decisions to my
employer, my
family and others?
• How would others
regard the details if
made public?
3
2

14. Adjustment
 Revisions of the initial rules and goals
 A reality check of what can be accomplished
 Tensions usually come up here, must reach consensus, usually
about personalities
 Breakpoint comes when the team gets mired in discussions
about what to do and who should do what...

15. Development
 Cohesion
 Reinforcement

16. Cohesion
 Comes together as a team
 High energy
 High interest
 Progress is made
 Team is supportive
 Develop relationships

17. Reinforcement
 Cohesion builds
 Homogeneity builds
 Team members are comfortable with each other
 Start to be interested in self-preservation and self-
perpetuation
 Goals should be on creativity and exploration

18. Renewal
Learning
Transformation

19. Learning
 Team learns new skills
 Build relationships to accomplish task
 Commitment and mutual accountability
 Now, team may be confrontational over issues

20. Transformation
 Results are produced from team activities
 Innovative
 To sustain energy, must stress and press the team
 Needs new challenges, new members, new tasks, new
relationships or…...

21. Team Culture
Team Values
Team Rituals
Team Learning

22. Team Values
 Commitment to task and team
members
 Accountability
Lead to trust between
team members and
take into account all the
crucial factors

24. Team Rituals
 How to add new members
 How to provide information to new members
 How a member exists
 Work rituals
 How the team celebrates!

25. Team Learning
 Continuous improvement process
 How team resolves conflict
 How the team handles diversity
 Harness team creativity

26. Leadership - what is it?
“influencing people so that they will strive willingly towards the
achievement of group goals” 1
As a leader you can never say thank you enough, but even more important is the
idea of serving the people you are leading.
“Being a leader can be a very humbling experience.”
1 Koontz, H. and C. O’Donnell. “Management: A System of Contingency Analysis of
Managerial Functions”. McGraw-Hill, New York, 1976.

27. Conceptions of Leadership:
 Exercising power.
 Gaining and exercising the privileges of high status.
 Being the boss.
 Task orientation.
 Taking care of people.
 Empowerment.
 Providing moral leadership.
 Providing and working toward a vision.

28. What is leadership style?
Leaders’ styles encompass how they relate to others within and outside the
organization, how they view themselves and their position, and—to a large
extent—whether or not they are successful as leaders.

29. How do you determine what is an
appropriate style?
 Good leaders usually have a style that they consciously use most of
the time, but they're not rigid. They change as necessary to deal with
whatever comes up.
 Be consistent with what people in the organization expect.
 Your style needs to be consistent with the goals, mission, and
philosophy of your organization.

30. How do you determine what is an
appropriate style?
 Good leaders usually have a style that they consciously use most of
the time, but they're not rigid. They change as necessary to deal with
whatever comes up.
 Be consistent with what people in the organization expect.
 Your style needs to be consistent with the goals, mission, and
philosophy of your organization.

31. Analysis of leadership
effectiveness
1. Define and measure some criteria of organizational
effectiveness
2. Assess leadership style of organization’s leaders
3. Attempt to correlate organizational performance with
leadership styles

32. How important is a leader?
 In most cases, people will perform at about 60% of their
potential with no leadership at all
 Thus, an additional 40% can be realized if effective
leadership is available

33. 40%
60%
capability
utilization
Contribution due to leadership
ability of manager
Default contribution due to
need for a job, peer pressure, etc.

34. The 2 dimensions of
management
1. Economic or productivity-based
 “concern for production”
2. Employee condition and morale
 “concern for people”

35. The 2 dimensions of
management
These can also be thought of as:
1. Initiating structure (get it done)
2. Consideration (human condition)

36. Initiating structure
Consideration
X X
X
X
Styles of leadership
X

37. Styles of leadership
concern for production 
concern for
people
Laissez-faire
Leader
(L)
Benevolent
Leader
(Y)
Autocratic
Leader
(X)
Team
Leader
(Z)
9
9
1

38. Which style of leadership works
best?
 Team Leader (Z) has proven to be the most effective in
general (9,9)
 Requires a “balancing act” of getting things done and
having a genuine concern for people

39. Theory “L”: Laissez-faire leader
 Uninvolved - “leave them alone”
 Sees main role as passer of information
 Lets others make decisions
 Basically abdicates responsibility for team or unit

40. Theory “X”: Autocratic leader
 Lacks flexibility
 Controlling and demanding
 “carrot and stick” approach
 Focused solely on productivity

41. Theory “Y”: Benevolent leader
 Very people oriented; encouraging
 Organizes around people
 Can be paternalistic
 “country club” atmosphere: non-competitive

42. Theory “Z”: Team leader
 Balances production and people issues
 Builds a working team of employees
 Team approach: involves subordinates
 Organization is a vehicle for carrying out plans

43. Results of leadership styles
1. Theory L: “missing management”
 Very low productivity
2. Theory X: “my way or the highway”
 Job stress; low satisfaction; unions form
3. Theory Y: “country club”
 Low achievement; good people leave
4. Theory Z: “good manager”
 High productivity, cooperation, low turnover, employee commitment

44. Origins of leadership
 BOTH. Evidence that both inherent personality and environment are factors
Are leaders born or made?
What kind of leader would you be?

45. How do you choose and develop a
leadership style?
 Start with yourself.
 Think about the needs of the organization or initiative.
 Observe and learn from other leaders.
 Use the research on leadership.
 Believe in what you're doing.
 Be prepared to change.

46. How we build Library Value?
 Library relational capital
 within and beyond the Organization
 Library tangible & intangible capital
 including Human Capital development
 Library virtue
 contribution to transcendent outcomes
 Library momentum
 quality maturity and pace of change (effective change management)

47. A people proposition based on
…
 What our people should know
 What our people should be
 What difference our people make

48. People being …
 Values driven
 Curious
 Changeable
 Connected
 Making it up for themselves …

49. Engagement measurement
(Morgan, C-A.)
“Engagement is a combination of commitment to the
organization and its values, plus a willingness to help out
colleagues (organizational citizenship)”
“… beyond job satisfaction, and is not simply motivation.”

50. Manager - Leader:
 “Management is doing things right,
leadership is doing the right things”
(Warren Bennis and Peter Drucker)

51. Change Leadership

52. Change Leadership
The most challenging aspect is
leading and managing change
The library as cultural and business
environment is subject to fast-paced
economic and social change
Modern libraries must adapt
and be flexible to survive
Problems in leading change stem
mainly from human resource
management

53. Change Leadership
Self-esteem
Time
1. Immobilisation
– as rumours of the
change circulate, the
individual feels some
sense of shock and
possible disbelief –
so much so that they
deem it worthy of
doing nothing.
1
2. Minimisation: As the
change becomes clearer,
people try to fit in the
change with their own
personal position and may
try to believe that it will
not affect them.
2
3. Depression: as reality
begins to dawn staff may
feel alienated and angry,
feelings of a lack of control
of events overtake people
and they feel depressed as
they try to reconcile what
is happening with their own
personal situation.
3
4
4. Acceptance/letting go:
The lowest point in self-
esteem finally sees people
starting to accept the
inevitable. Fear of the
future is a feature of this
stage.
5
5. Testing out:
Individuals begin to
interact with the change,
they start to ask questions
to see how they might
work with the change.
6
6. Search for meaning:
Individuals begin to work
with the change and see
how they might be able to
make the change work for
them – self esteem begins
to rise.
7
7. Internalisation:
the change is
understood and
adopted within the
individual’s own
understanding – they
now know how to
work with it and feel a
renewed sense of
confidence and self
esteem.

54. Theories of Leadership

55. Theories of Leadership
Trait theories:
Is there a set of characteristics
that determine a good leader?
Personality?
Dominance and personal presence?
Charisma?
Self confidence?
Achievement?
Ability to formulate a clear vision?

56. Theories of Leadership
 Trait theories:
 Are such characteristics
inherently gender biased?
 Do such characteristics
produce good leaders?
 Is leadership more than
just bringing about change?
 Does this imply that leaders are born not bred?

57. Theories of Leadership
 May depend on:
 Type of staff
 History of the business
 Culture of the business
 Quality of the relationships
 Nature of the changes needed
 Accepted norms within the institution

58. Theories of Leadership
Transformational:
Widespread changes
to a library or the organisation where
library belongs
Requires:
Long term strategic planning
Clear objectives
Clear vision
Leading by example – walk the walk
Efficiency of systems and processes

59. Theories of Leadership
Invitational Leadership:
Improving the atmosphere and message
sent out by the organisation
Focus on reducing negative messages
sent out through the everyday actions of
the business both externally and, crucially,
internally
Review internal processes to reduce these
Build relationships and sense of belonging
and identity with the organisation –
that gets communicated to customers, etc.

60. Factors Affecting Style
Leadership style may be dependent
on various factors:
 Risk - decision making and change initiatives
based on degree of risk involved
 Type of business – creative business
or supply driven?
 How important change is –
change for change’s sake?
 Organisational culture – may be long embedded
and difficult to change
 Nature of the task – needing cooperation? Direction?
Structure?

61. 61
MOTIVATION
 Motivation: an internal drive that causes people to behave
in a certain way to meet a need
 Motivation comes from within
 There are several factors that contribute to motivation (not
just monetary)

62. 62
MOTIVATION
Maslow in the Workplace
Physiological—Basic Wages
Safety—Job Security/Environment
Social—Informal Groups
Esteem—Recognition/Respect
Self-actualization—Expand Skills

63. 63
TEAMS AND PERFORMANCE
 Synergy- two or more individuals working together toward a
specific effort
 Teams-a group of people linked to a common purpose
 In a team setting, members share accountability and
responsibility

64. 64
TEAMS AND PERFORMANCE
Types of Teams
Formal: developed within the formal
organizational structure
Functional (within a department)
Cross-functional (different departments)
Informal: individuals who get together
outside the formal structure
Virtual teams: function through electronic
means

65. 65
TEAMS AND PERFORMANCE
Stages of Team Development
FORMING
STORMING
NORMING
PERFORMING
ADJOURNING

66. 66
TEAMS AND PERFORMANCE
Stages of Team Development
 Forming stage: getting to know and form
initial opinions about team members
 Storming stage: some team members begin to
have conflict with each other
 Norming stage: team members accept each
other and overcome the conflict
 Performing stage: team works on task
 Adjourning stage: team completes task and
brings closure to the project

67. 67
CHARACTERISTICS OF A TEAM MEMBER
 Know team goals and objectives
 Every activity should contribute to team goals and
objectives
 Team member characteristics:
 Trustworthy
 Performer
 Efficient
 Communicator

68. 68
CHARACTERISTICS OF A TEAM MEMBER
Brainstorming: a problem-solving method
that involves identifying alternatives that
allow members to freely add ideas while
other members withhold comments on the
alternatives

69. 69
CHARACTERISTICS OF A GOOD TEAM MEMBER -
Teams & Conflict
 Do not make assumptions
 If you disagree with the team, voice your opinion and state why
 If the team decides to go in a direction other than what you wanted,
respect and support the team’s decision

70. 70
CHARACTERISTICS OF A TEAM MEMBER -
The Problem Member
 Trust as a foundation
 Do not dump work on others
 Work around a lazy team member
 Team will eventually dismiss a poor performer
 Address performance issues in a respectful and diplomatic
manner

71. Einstein
Quotes

72. Roosevelt ‘s Quotes

73. “(Teams)…have become the vehicle for moving organizations
into the future. Teams are not just nice to have, they are hard
core units of the production.”
Blanchard, 2007, pg 17
73

74. Why work in teams?
 We all can learn from each other
 Teams can be more effective than individuals
when working on complex projects
 Teamwork helps develop interpersonal skills
74

75. Effective Team Members
 Are good communicators
 Are reliable
 Are respectful of other team members
 Cooperate and pitch in to accomplish the goal
 Expect success---have a positive, “can do” attitude
 Work to find solutions to problems
75

76. Not So Effective Team Members
Team members who are not effective are often:
 Aggressive
 Dominating
 Individuals who disrupt the work and/or do not
take the project seriously
 Lazy and/or not dependable
 Withdrawn and/or afraid to contribute
76

77. Leadership Skills
Learning to Lead
77
Copyright © Texas Education Agency, 2014. All rights reserved.

78. Boss versus Leader
Are a boss and leader
always the same?
Think about a boss, and think about a leader.
78

79. Skills of Effective Leaders
 Building and sustaining relationships
 Developing and communicating a vision
 Influencing people
 Making decisions
 Overcoming setbacks and adversity
 Understanding people’s needs
79

80. Good Leaders Always…
 Challenge people to think
 Communicate clear
expectations
 Lead by example
 Make decisions
 Make others feel safe to
speak up
 Measure and reward
performance
 Properly allocate and deploy
talent
 Provide continuous
feedback-positive and
negative
80

81. Good Leaders Always…
 Are accountable to
others
 Are great teachers
 Ask questions and seek
counsel
 Create a positive,
energetic atmosphere
 Genuinely enjoy
responsibility
 Invest in relationships
 Problem solve without
procrastinating
81

82. Leadership and learning are
indispensable. John F. Kennedy
What do you think this means?
82

83. Rowley J, Roberts S. The reluctant leader? Leadership and the information profession. Library and
information update. 2008; 7(7/8):52-54.
“there is a sense that library and information
professionals are reluctant to become leaders, not
seeing this as their domain but preferring to focus on
‘professional’ library issues.”

84. Providing opportunities to develop management skills
Acting or secondment opportunities
Mentoring
Involvement in professional associations
Management training

85. The Stepping into Management Programme
Aims:
• Inspire librarians to consider a career in library management
• Encourage individuals to take a proactive approach to their own development
• Increase the understanding of the skills required to become a successful library
manager

86. Word Cloud

87. The Ten Characteristics of Library Leadership
 Listening
 Empathy
 Team
Working
 Awareness
 Persuasion
 Conceptualization
 Foresight
 Stewardship
 Commitment
 Building community

88. Three Groups of Servant Leadership
Relationship-building Actions
 Listening – (to self and others)
 Empathy – (understanding)
 Healing – (search for wholeness of self and others)
 Awareness – (of self and of others)
Future-oriented Actions
 Persuasion – (building consensus)
 Conceptualization – (dreams and of day-to-day operations)
 Foresight – (intuitive ability to learn from past and see future
consequences of actions)

89. Paradoxes
Library-Leadership, requires a constant balance…
Great
Planned
Compassionate
Be Without Pride
Be Spontaneous
Discipline
Right Say, “I’m Wrong”
Serious Laugh
Wise
Admit You Don’t Know
Busy
Listen
Strong Be Open To Change
Leading Serve
Enough To

90. Examples of Balance
Paradoxes are not easy to balance. Here are a few examples…
Great Enough to be Without Pride
• Team gets the credit, you get the blame
Compassionate Enough to Discipline
• Must not be soft – set high expectations and follow through
Right Enough to Say, “I’m Wrong”
• Leaders make mistakes too, admit you are human
Wise Enough to Admit You Don’t Know
• Find out quickly, but do not mislead
Busy Enough to Listen
• Beware the busy manager – they do not lead

91. …at the top of our
pyramid in terms of priority
is our employees, and
delivering to them
proactive customer
service”.

92. Organisation Behaviour
Clarity on roles
Partnerships
Collective working
Human Factor focused
Citizen involvement

93. Reinventing the Library
Leader - The X Factor
 Mixed discipline teams
 Radicals, risk takers
 Reflective, thinking about the future
 Passionate advocates
 Knowledge managers and gatekeepers
 Committed to improvement

94. Being a leader in Greek
libraries

95. From The Historical Building to
The New Building…
Address the challenge and apply a new
leadership model based on team working

96. Team working and connections

97. Team leadership human oriented
with ethical reward in the era of
crisis

98. Good Business Models in
Library Management
The Deloitte Example

101. As a leader you continually
increase your ability to realize the
best in yourself and to bring out
the best in others

102. Questions?
102