Understanding Library Leadership: Issues and Concerns

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presented at PAARL Seminar on the theme "Library Leadership and Staff Excellence," held at Venus Park View Hotel, Baguio City, Philippines on 24 Mar 2003

Published in: Business, Education

Understanding Library Leadership: Issues and Concerns

  1. 1. by Fe Angela M. Verzosa Head, NCCA-NCLIS Understanding Library Leadership
  2. 2. Overview <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>
  3. 3. Definition of 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>
  4. 4. Definition of 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, 1982 </li></ul>
  5. 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. 6. Leadership <ul><ul><li>One dimension of the manager’s work, the exercise of social influence by infusing the organization with purpose and direction </li></ul></ul><ul><ul><li>in order to achieve its goals </li></ul></ul>
  7. 7. Library leadership implies... <ul><ul><li>Library Director 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>
  8. 8. 3 dimensions used to measure library leadership Leader activity Reputational effectiveness Management of organizational change
  9. 9. Leader qualities measured in terms of activity categories <ul><li>Managerial role activities </li></ul><ul><li>professional activities and </li></ul><ul><li>involvement </li></ul><ul><li>membership on community </li></ul><ul><li>committees </li></ul><ul><li>strategies for influencing the </li></ul><ul><li>environment </li></ul>
  10. 10. Six managerial activities <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>
  11. 11. 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>
  12. 12. 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>
  13. 13. 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>
  14. 14. 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>
  15. 15. 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>
  16. 16. 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>
  17. 17. Changes in the organizational domain Changes in physical facilities Introduction of major automation Introduction of revenue-generating activities
  18. 18. Changes in the organizational domain Changes in relationships with other community entities Internal organizational changes
  19. 19. 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>
  20. 20. Reputational effectiveness and professional involvement <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>
  21. 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. 22. 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>
  23. 23. 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>
  24. 24. 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>
  25. 25. 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>
  26. 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. 27. 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>

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