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

by

Fe Angela M. VerzosaHead, NCCA-NCLIS

Understanding Library Leadership

24 March 2003 Fe Angela M. Verzosa

Overview Overview Overview 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


Definition of ManagementDefinition of Management

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


Definition of LeadershipDefinition of Leadership

“We are unable to define leadership, but we seem to know it when we see it..”

Henry Mintzberg, 1982


Ingredients of an Effective Manager Ingredients of an Effective Manager

Leadership

Vision

Time management

Effective Communication

Public Relations

I am competent!

Self-knowledge Books orCDsI am great!


LeadershipLeadership

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

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


Library leadership implies...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

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


3 dimensions used to measure library leadership

3 dimensions used to measure library leadership

Leader activity

Reputational effectiveness

Management of organizational change


•Managerial role activities•professional activities and involvement•membership on community committees•strategies for influencing the environment

Leader qualities measured in terms of activity categoriesLeader qualities measured in terms of activity categories

Six managerial activitiesSix managerial activities

supervisorLiaisonenvironment monitorspokespersonentrepreneur resource allocator


Supervisor RoleSupervisor RoleSupervisor RoleSupervisor Roledirecting the work of subordinatesintegrating subordinates’ goals with

library’s goals and objectivesallocating human resources to tasksevaluating subordinate job performanceresolving conflicts between subordinatesproviding new staff with training


Liaison RoleLiaison RoleLiaison RoleLiaison Role

attending social functions for contactsattending conferences and meetingsrepresenting the library at formal / social

functionsstaying attuned to informal

communication networksdeveloping contacts with people outside


Environment Monitor RoleEnvironment 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


Entrepreneur RoleEntrepreneur RoleEntrepreneur RoleEntrepreneur Role

planning and implementing changes in the library

initiating controlled change in the librarysolving problems by instituting needed

changes in the library


Spokesperson RoleSpokesperson RoleSpokesperson RoleSpokesperson Roleserving as an expert or advising people

outside the librarykeeping others informed of the library’s

plans and programsanswering letters or inquiries on behalf

of the libraryserving on committees, representing the

library


Resource Allocator RoleResource Allocator RoleResource Allocator RoleResource Allocator Roledistributing budgeted resources preventing the loss of human or capital

resourcesdeciding which programs to provide

resources toallocating equipment or materialsobtaining adequate resources to

administer library programs and build collections


Changes in the organizational domain


Changes in physical facilities

Introduction of major automation

Introduction of revenue-generating activities




Changes in relationships with other community entities

Internal organizational changes


Reputational effectivenessReputational effectiveness Reputational effectivenessReputational effectiveness

•results from leader activities•affected by the feedback that the external environment receives from the user environment


Reputational effectiveness and professional involvement

Years in managerial positionsLibraries worked inActive involvement in continuing educationProfessional journals scanned / readPapers published / presentedAssociation membershipsUniversity / school assignments

Key Leadership Types

Reputational effectiveness

Organizational change

Leader activity

Dimension Energizer Sustainer Politician Retiree

High

High

High

High

High

High

Low

Low

Low

LowLow

Low


Profile: EnergizerProfile: Energizer

enjoys a high reputation dynamic as :

spokesperson entrepreneurresource allocatorsupervisor

career development is rapid low on professional

involvement


Profile: SustainerProfile: Sustainer

enjoys a high reputation dynamic as :

liaisonentrepreneurresource allocatorsupervisor

cautious in introducing changes in organization

focused on providing stable & comfortable leadership


Profile: PoliticianProfile: Politician

enjoys a high visibility & therefore reputation

dynamic only as entrepreneur active in professional and

community involvementslow in introducing changes


Profile:RetireeProfile:Retiree

engages in limited leader activities

held in low esteem by colleagues

dynamic as resource allocator experiences little changes very high on professional

involvement


Understanding library leadershipUnderstanding library leadership

Innovation is a cyclical phenomenon.

Periods of high innovation are followedby periods of sustained implementation and consolidation. Alternating cyclicalbehaviors may find some relevance inan organization’s life. Thus low-changeSustainers and Politicians have a crucial role as the ideal Energizer.

Summary

What activities library leaders perform in their relations with the library’s environment to be

effectiveHow 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

Documents

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