The document outlines the characteristics and activities of effective library leaders, emphasizing the importance of management and leadership in influencing organizational success. It discusses various roles such as supervisor, liaison, environment monitor, entrepreneur, and resource allocator that leaders engage in to enhance their effectiveness within the library’s external environment. Additionally, it explores changes in organizational domains and how these correlate with leaders' reputational effectiveness and community relationships.

1. by Fe Angela M. Verzosa Head, NCCA-NCLIS Understanding Library Leadership

2. Overview 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

3. Definition of Management “ the exercise of responsibility for the effective use of the human, financial and other resources available to meet an organization’s objectives.”

4. Definition of Leadership “ We are unable to define leadership, but we seem to know it when we see it..” Henry Mintzberg, 1982

5. Ingredients of an Effective Manager Leadership Vision Time management Effective Communication Public Relations Self-knowledge I am competent! Books or CDs I am great!

6. Leadership One dimension of the manager’s work, the exercise of social influence by infusing the organization with purpose and direction in order to achieve its goals

7. Library leadership implies... Library Director 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

8. 3 dimensions used to measure library leadership Leader activity Reputational effectiveness Management of organizational change

9. Leader qualities measured in terms of activity categories Managerial role activities professional activities and involvement membership on community committees strategies for influencing the environment

10. Six managerial activities supervisor Liaison environment monitor spokesperson entrepreneur resource allocator

11. 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

12. 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

13. 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

14. Entrepreneur Role planning and implementing changes in the library initiating controlled change in the library solving problems by instituting needed changes in the library

15. 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

16. 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

17. Changes in the organizational domain Changes in physical facilities Introduction of major automation Introduction of revenue-generating activities

18. Changes in the organizational domain Changes in relationships with other community entities Internal organizational changes

19. Reputational effectiveness results from leader activities affected by the feedback that the external environment receives from the user environment

20. Reputational effectiveness and professional involvement Years in managerial positions Libraries worked in Active involvement in continuing education Professional journals scanned / read Papers published / presented Association memberships University / school assignments

21. Key Leadership Types Reputational effectiveness Organizational change Leader activity Dimension Energizer Sustainer Politician Retiree High High High High High High Low Low Low Low Low Low

22. Profile: Energizer enjoys a high reputation dynamic as : spokesperson entrepreneur resource allocator supervisor career development is rapid low on professional involvement

23. 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

24. Profile: Politician enjoys a high visibility & therefore reputation dynamic only as entrepreneur active in professional and community involvement slow in introducing changes

25. 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

26. 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.

27. Summary 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