Presentation for the Library Association of Ireland's Career Development Group's Annual Seminar and AGM by Hugh Murphy, Senior Librarian, Collection Management Services, Maynooth University Library

1. Leaders, managers and
power mongers
Hugh Murphy
LAI CDG
Oct 14 2016

2. I am a manager…
• 4 departments
• 25+ staff
• This is what I applied to do
Dilbert © Scott Adams

3. Managers
• a manager is constrained by the self
generated framework within which
he or she makes meaning.
• Research byTorbert (1991) in the US
and byThe Harthill Group in the UK
on small samples (487 and 125
respectively) has shown that the key
stages for managers are technician
(34%), Achiever (46%), and Strategist
(9%).
• A LEADER is something different

4. I am a leader…?
• Of whom?
• In what?
• How did I get here?

5. I am a power monger?
• Role blur
• Energy theft
• Gender?

6. So…
YOU ARE APPOINTED TO BE A MANAGER
YOU CHOOSE TO BE A LEADER
YOU CHOOSE TO BE A POWER MONGER

7. The challenge of capacity and view
Do we restrict our potential for change by viewing through a
traditional lens?
KEY LEARNING: in librarianship, we are a smart and capable group.
Typically issues of ‘capacity’ do not relate to intellect, endeavour or
intention, but to emotion and confidence and the ability to ‘make
meaning’

8. Synchronicity idea:
if everyone, by working in harmony can change the
world, then traditional hierarchies and power
structures need no longer apply – what can we take
from this to apply it to our own personal and
professional situations?
If our profession is changing so dramatically and so
radically (it is) then perhaps Given the fluidity we
see in world society, coupled with globalisation,
economic liberalisation and the tearing down of
traditional power structures, the importance of
thinking in a new way becomes even more
apparent

9. What constitutes success?
The result?
The process?
The change

10. Perspectives are relative
• Everything we see is influenced
• A leader tries to comprehend the view of
others
So:
• Everything starts with ‘why’
• Everything can be reframed
CRITICAL BENEFIT: this helps us understand
that not everyone sees how you see, and not
everyone is good at what you are good.

11. Perspectives are relative
“Grounded in the theory of ‘social
constructionism,’ AI recognizes that human
systems are constructions of the
imagination and are, therefore, capable of
change at the speed of imagination. Once
organization members shift their
perspective, they can begin to invent their
most desired future.”
Watkins, J.M. & Bernard J. Mohr. Appreciative Inquiry:Change at the
Speed of Imagination, Jossey-Bass, 2001, pages xxxi - xxxii

12. What’s my perspective?What's not?
‘No problem can be solved from
the same level of consciousness
that created it. We must learn to
see the world anew’
-Einstein

13. Some more theory…Kouzes and Posner:
Assumptions
• Leadership is a relationship
• Leadership is an observable,
learnable set of practices
• The self-confidence required to
lead comes from learning
about ourselves.
• Leadership development is self
development

14. 5 leadership practices:
• Modelling the way: finding your voice; setting
example; aligning actions with values
• Inspiring a shared vision: imagination,
excitement, appeal, shared aspirations
• Challenging the process: searching, changing,
growing, improving
• Enabling others to act: trusting, co-operating,
sharing power
• Encouraging the heart: recognising,
appreciating, celebrating

15. Key leadership questions:
If the core of leadership is sharing,
authenticity, challenging and
changing our views….
…how do we do this in a
hierarchical situation
If I put myself ‘out there’ will it be
exploited by the ‘power
mongers’?
Can you live with the decision?

16. Conclusions
• You are appointed to be a manager
• You choose to be a leader
• You need self awareness
• A good leader doesn’t always deliver
better results (gasp!)
• Leaders are always at the top?
• Bobby and Jack Charlton

17. Thank you!
Hugh Murphy
Hugh.murphy@nuim.ie
@hughtweet