by Fe Angela M. Verzosa (Lecture presented at   the MLIS Seminar on the theme  “ From Theories to Practice: Mastering Key ...
Objectives <ul><li>Determine what defines a leader </li></ul><ul><li>Understand your style as a leader  </li></ul><ul><li>...
Focus  <ul><li>How members of the external environment view the effectiveness of the individual library leaders </li></ul>...
Leadership… <ul><li>“ like swimming, cannot be learnt by reading about it.” </li></ul><ul><li>Henry Mintzberg </li></ul>So...
A Challenge Can you give a One Sentence Definition of LEADERSHIP
Leadership <ul><li>“ We are unable to define leadership, but we seem to know it when we see it..” </li></ul><ul><li>Henry ...
 
Management <ul><li>“ the exercise of responsibility for the  effective use of the human, financial and other resources ava...
Ingredients of an   Effective  Manager Leadership Vision Time management Effective Communication Public Relations Self-kno...
4 Factors of effective Leadership <ul><li>Influence  </li></ul><ul><li>Integrity  </li></ul><ul><li>Inspiration  </li></ul...
 
 
Leaders don’t create followers “ The job of a leader today is to create more leaders.”  Ralph Nader “ And when we think we...
Leaders vs Managers <ul><li>Managers dictate, leaders inspire </li></ul><ul><li>Leaders lead by asking questions, not by i...
Leadership and Management <ul><li>“ Management is doing things right; leadership is doing the right things.” </li></ul><ul...
<ul><li>Are you a Leader or a Manager? </li></ul>OR  BOTH!
Library leadership  implies... <ul><ul><li>Librarian seeks to influence members of the parent organization to provide reso...
3 dimensions used to measure library leadership Leader activity Reputational effectiveness Management of  organizational c...
Leader qualities measured in terms of activity categories <ul><li>Managerial role activities </li></ul><ul><li>professiona...
1 Six managerial activities categorized into roles <ul><li>supervisor </li></ul><ul><li>liaison </li></ul><ul><li>environm...
Supervisor Role <ul><li>directing the work of subordinates </li></ul><ul><li>integrating subordinates’ goals with library’...
Liaison Role <ul><li>attending social functions for contacts </li></ul><ul><li>attending conferences and  meetings </li></...
Environment Monitor Role <ul><li>initiating new ideas for services and operations </li></ul><ul><li>keeping up with profes...
Entrepreneur Role <ul><li>planning and implementing changes in the library </li></ul><ul><li>initiating controlled change ...
Spokesperson Role <ul><li>serving as an expert or advising people outside the library </li></ul><ul><li>keeping others inf...
Resource Allocator Role <ul><li>distributing budgeted resources  </li></ul><ul><li>preventing the loss of human or capital...
2  Reputational  effectiveness <ul><li>results from leader activities </li></ul><ul><li>affected by the feedback that the ...
Reputational effectiveness  is developed thru … <ul><li>Years in managerial positions </li></ul><ul><li>Libraries worked i...
3  Changes in the organizational domain Changes in  physical facilities Introduction of major automation Introduction of r...
3  Changes in the organizational domain Changes in relationships with other community entities Internal  organizational  c...
Key Leadership Types Reputational  effectiveness Organizational  change Leader  activity Energizer Professional  involveme...
Profile: Energizer <ul><li>enjoys a high reputation  </li></ul><ul><li>dynamic as : </li></ul><ul><ul><li>spokesperson </l...
Profile: Sustainer <ul><li>enjoys a high reputation  </li></ul><ul><li>dynamic as : </li></ul><ul><ul><li>liaison </li></u...
Profile: Politician <ul><li>enjoys a high visibility &  therefore reputation  </li></ul><ul><li>dynamic only as  entrepren...
Profile:Retiree <ul><li>engages in limited leader  activities  </li></ul><ul><li>held in low esteem by  colleagues </li></...
Key Leadership Types Reputational  effectiveness Organizational  change Leader  activity Energizer   Sustainer   Politicia...
Understanding library leadership Innovation is a cyclical phenomenon . Periods of high innovation are followed by periods ...
  What Leadership Style to use depends on… <ul><li>You :  your   personality, knowledge, values, ethics, and experiences. ...
Determining the Best Leadership Style <ul><li>Should leaders be  more task or relationship (people) oriented </li></ul><ul...
Summary <ul><li>What activities library leaders perform in their relations with the library’s environment to be effective ...
Leadership… <ul><li>“ like swimming, cannot be learnt by reading about it.” </li></ul><ul><li>Henry Mintzberg </li></ul>So...
Thank you for listening! You can get in touch with me at my email address – verzosaf@dlsu.edu.ph – and at our PAARL websit...
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Taking over the Reins: How are the Young Librarians learning to lead in Academic Libraries

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Lecture presented at the Seminar on “From Theories to Practice: Mastering Key Areas of Library and Information Services,” sponsored by PUP- Master in Library and Information Science Society, held at Café Hasmin, Polytechnic University of the Philippines, M.H. del Pilar Campus, R. Magsaysay Blvd., cor. Valencia St., Sta.Mesa, Manila, Philippines

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Taking over the Reins: How are the Young Librarians learning to lead in Academic Libraries

  1. 1. by Fe Angela M. Verzosa (Lecture presented at the MLIS Seminar on the theme “ From Theories to Practice: Mastering Key Areas of Library and Information Services,” held on October 4-5, 2008 at Café Hasmin, Polytechnic University of the Philippines, Sta. Mesa, Manila) Taking over the Reins : How are the Young Librarians learning to lead in Academic Libraries
  2. 2. Objectives <ul><li>Determine what defines a leader </li></ul><ul><li>Understand your style as a leader </li></ul><ul><li>Develop strategies to lead with greater effectiveness </li></ul><ul><li>Choose an effective leadership style </li></ul>
  3. 3. Focus <ul><li>How members of the external environment view the effectiveness of the individual library leaders </li></ul><ul><li>What changes in the organizational domain of the library relate to the effectiveness ratings of the library leader </li></ul><ul><li>What activities effective library leaders perform in their relations with the library’s external environment </li></ul>
  4. 4. Leadership… <ul><li>“ like swimming, cannot be learnt by reading about it.” </li></ul><ul><li>Henry Mintzberg </li></ul>So, I can teach you to become managers, but I can’t teach you to be leaders!
  5. 5. A Challenge Can you give a One Sentence Definition of LEADERSHIP
  6. 6. Leadership <ul><li>“ We are unable to define leadership, but we seem to know it when we see it..” </li></ul><ul><li>Henry Mintzberg </li></ul><ul><li>1982 </li></ul>
  7. 8. Management <ul><li>“ the exercise of responsibility for the effective use of the human, financial and other resources available to meet an organization’s objectives.” </li></ul>
  8. 9. Ingredients of an Effective Manager Leadership Vision Time management Effective Communication Public Relations Self-knowledge I am competent! Digital or traditional I am great!
  9. 10. 4 Factors of effective Leadership <ul><li>Influence </li></ul><ul><li>Integrity </li></ul><ul><li>Inspiration </li></ul><ul><li>improvement </li></ul>
  10. 13. 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.
  11. 14. Leaders vs Managers <ul><li>Managers dictate, leaders inspire </li></ul><ul><li>Leaders lead by asking questions, not by issuing instructions </li></ul><ul><li>Leaders do strategy, managers do details </li></ul>
  12. 15. Leadership and Management <ul><li>“ Management is doing things right; leadership is doing the right things.” </li></ul><ul><li>Peter Drucker </li></ul>
  13. 16. <ul><li>Are you a Leader or a Manager? </li></ul>OR BOTH!
  14. 17. Library leadership implies... <ul><ul><li>Librarian seeks to influence members of the parent organization to provide resources </li></ul></ul><ul><ul><li>to support expansion plans </li></ul></ul><ul><ul><li>to accept the goals of the library as valid and thus deserving of support </li></ul></ul>
  15. 18. 3 dimensions used to measure library leadership Leader activity Reputational effectiveness Management of organizational change
  16. 19. Leader qualities measured in terms of activity categories <ul><li>Managerial role activities </li></ul><ul><li>professional involvement </li></ul><ul><li>membership in committees </li></ul><ul><li>strategies for influencing the </li></ul><ul><li>environment </li></ul>
  17. 20. 1 Six managerial activities categorized into roles <ul><li>supervisor </li></ul><ul><li>liaison </li></ul><ul><li>environment monitor </li></ul><ul><li>spokesperson </li></ul><ul><li>entrepreneur </li></ul><ul><li>resource allocator </li></ul>
  18. 21. Supervisor Role <ul><li>directing the work of subordinates </li></ul><ul><li>integrating subordinates’ goals with library’s goals and objectives </li></ul><ul><li>allocating human resources to tasks </li></ul><ul><li>evaluating subordinate job performance </li></ul><ul><li>resolving conflicts between subordinates </li></ul><ul><li>providing new staff with training </li></ul>
  19. 22. Liaison Role <ul><li>attending social functions for contacts </li></ul><ul><li>attending conferences and meetings </li></ul><ul><li>representing the library at formal / social functions </li></ul><ul><li>staying attuned to informal communication networks </li></ul><ul><li>developing contacts with people outside </li></ul>
  20. 23. Environment Monitor Role <ul><li>initiating new ideas for services and operations </li></ul><ul><li>keeping up with professional trends/changes </li></ul><ul><li>keeping up with technological developments </li></ul><ul><li>scanning the environment for new opportunities to improve services/operations </li></ul><ul><li>gathering information about users </li></ul><ul><li>touring facilities to observe </li></ul><ul><li>reading reports of other units / offices </li></ul>
  21. 24. Entrepreneur Role <ul><li>planning and implementing changes in the library </li></ul><ul><li>initiating controlled change in the library </li></ul><ul><li>solving problems by instituting needed changes in the library </li></ul>
  22. 25. Spokesperson Role <ul><li>serving as an expert or advising people outside the library </li></ul><ul><li>keeping others informed of the library’s plans and programs </li></ul><ul><li>answering letters or inquiries on behalf of the library </li></ul><ul><li>serving on committees, representing the library </li></ul>
  23. 26. Resource Allocator Role <ul><li>distributing budgeted resources </li></ul><ul><li>preventing the loss of human or capital resources </li></ul><ul><li>deciding which programs to provide resources to </li></ul><ul><li>allocating equipment or materials </li></ul><ul><li>obtaining adequate resources to administer library programs and build collections </li></ul>
  24. 27. 2 Reputational effectiveness <ul><li>results from leader activities </li></ul><ul><li>affected by the feedback that the external environment receives from the user environment </li></ul>
  25. 28. Reputational effectiveness is developed thru … <ul><li>Years in managerial positions </li></ul><ul><li>Libraries worked in </li></ul><ul><li>Active involvement in continuing education </li></ul><ul><li>Professional journals scanned / read </li></ul><ul><li>Papers published / presented </li></ul><ul><li>Association memberships </li></ul><ul><li>University / school assignments </li></ul>
  26. 29. 3 Changes in the organizational domain Changes in physical facilities Introduction of major automation Introduction of revenue-generating activities
  27. 30. 3 Changes in the organizational domain Changes in relationships with other community entities Internal organizational changes
  28. 31. Key Leadership Types Reputational effectiveness Organizational change Leader activity Energizer Professional involvement Dimension Sustainer Politician Retiree
  29. 32. Profile: Energizer <ul><li>enjoys a high reputation </li></ul><ul><li>dynamic as : </li></ul><ul><ul><li>spokesperson </li></ul></ul><ul><ul><li>entrepreneur </li></ul></ul><ul><ul><li>resource allocator </li></ul></ul><ul><ul><li>supervisor </li></ul></ul><ul><li>career development is rapid </li></ul><ul><li>low on professional involvement </li></ul>
  30. 33. Profile: Sustainer <ul><li>enjoys a high reputation </li></ul><ul><li>dynamic as : </li></ul><ul><ul><li>liaison </li></ul></ul><ul><ul><li>entrepreneur </li></ul></ul><ul><ul><li>resource allocator </li></ul></ul><ul><ul><li>supervisor </li></ul></ul><ul><li>cautious in introducing changes in organization </li></ul><ul><li>focused on providing stable & comfortable leadership </li></ul>
  31. 34. Profile: Politician <ul><li>enjoys a high visibility & therefore reputation </li></ul><ul><li>dynamic only as entrepreneur </li></ul><ul><li>active in professional and community involvement </li></ul><ul><li>slow in introducing changes </li></ul>
  32. 35. Profile:Retiree <ul><li>engages in limited leader activities </li></ul><ul><li>held in low esteem by colleagues </li></ul><ul><li>dynamic as resource allocator </li></ul><ul><li>experiences little changes </li></ul><ul><li>very high on professional involvement </li></ul>
  33. 36. 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
  34. 37. 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.
  35. 38. What Leadership Style to use depends on… <ul><li>You : your personality, knowledge, values, ethics, and experiences. What will work? </li></ul><ul><li>Them : </li></ul><ul><li>different personalities and backgrounds of people around you. The leadership style you use will vary depending upon what they will respond best to. </li></ul><ul><li>The organization : traditions, values, philosophy, and concerns of the organization influence how a leader acts. </li></ul>
  36. 39. Determining the Best Leadership Style <ul><li>Should leaders be more task or relationship (people) oriented </li></ul><ul><li>Leaders have a dominant style, one they use in a wide variety of situations </li></ul><ul><li>No one best style - leaders must adjust their leadership style to the situation as well as to the people being led </li></ul><ul><li>Many different aspects to being a great leader - a role requiring one to play many different leadership styles to be successful </li></ul>
  37. 40. Summary <ul><li>What activities library leaders perform in their relations with the library’s environment to be effective </li></ul><ul><li>How the effectiveness of the individual library leaders are perceived by members of the external environment </li></ul><ul><li>What changes in the organizational domain of the library relate to the effectiveness ratings of the library leader </li></ul>
  38. 41. Leadership… <ul><li>“ like swimming, cannot be learnt by reading about it.” </li></ul><ul><li>Henry Mintzberg </li></ul>So, “if you ain’t got what it takes, you ain’t gonna make it!”
  39. 42. Thank you for listening! You can get in touch with me at my email address – verzosaf@dlsu.edu.ph – and at our PAARL website– http://groups.yahoo.com/group/PAARL/

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