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Topic 1 : Leadership in Todays Research LibraryPeter E Sidorko

Problem solving / lateral thinking/ Your challenge is to draw four straight lines which go through the middle of all of the 9 dots without taking the pencil off the paper. Try this now by placing your pencil somewhere, drawing four straight lines without taking your pencil off the page. Each line must start where the last line finished

Solution

Lessons to be learned from this puzzleAnalyse the definition to find out what is allowed and what is not. Are there any real rules to the problem anyway? (especially valid in human related problems - there are only perceptions, not physical rules) Look for other definitions of problems. Do not accept other people's definitions of problems. They may be either wrong or biased. If a problem definition is wrong, no number of solutions will solve the real problem.http://www.brainstorming.co.uk/puzzles/ninedotsnj.html ()

Emerging risks for research libraries (March 2010)Risks associated with uncertain library valueWeakened visibilityPoorly communicatedStaffing and human resourcesReduced poolSkillsChange managementLegacy technologyDifficult to adjust to newhttp://www.oclc.org/research/publications/library/2010/2010-03.pdf /

Library challenges:Global and local:

ChallengesGlobalRapidly evolving technologies (Cloud, 2.0, mobile, virtual)Changing user expectations and habitsEmphasis on the learnerGlobal financial crisisAcademic libraries no longer at campus heartScholarly communication evolvingRise of e-science and data-setsCollaborative workingInformation anywhere, anytimeetc(2.0)

ChallengesLocalCentennial CampusLearning Commons (2)334 and curriculum reformNew Strategic PlanPhysical limitations Collaboration opportunitiesFinancialLibraries valued less?etc

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Perceptions of Libraries, 2010: Context and Community2010http://www.oclc.org/reports/2010perceptions/2010perceptions_all.pdf 32% students say librarys value has increased during the recession

Defining leadershipThe quality of leadership, more than any other single factor, determines the success or failure of an organization.

- Fred Fiedler & Martin Chemers Improving Leadership Effectiveness

Leadership A new leader has to be able to change an organization that is dreamless, soulless and visionless ... someone's got to make a wake up call. (Warren Bennis)The only real training for leadership is leadership. (Anthony Jay)You do not lead by hitting people over the head that's assault, not leadership. (Dwight D. Eisenhower)

Leadership versus Management*John Kotter A Force for Change

ManagementLeadershipCreating an agendaPlanning and budgetingEstablishing directionDeveloping human resourcesOrganization and staffingAligning peopleExecutionControlling and problem solvingMotivating and inspiringOutcomePredictable outcomeDramatic change

What do leaders do?Define a FutureProvide clear vision and directionMission (What is my job?)Set goals and celebrate them when achievedOpenly identify problems (and unify to solve them)Support initiative-taking and leadership at all levels()()

What do leaders do?Provide clarityTalk the walk and walk the talkActions speak louder than wordsResolve conflictYou and me against the problemDistinguish between challenges to authority and challenges to ideasManage changeIncrease communication and encourage others to do likewise.

Balanced LeadershipIntellectual (IQ)Emotional (EQ)IQ gets you the job, EQ makes you successfulEmotional intelligence is twice as important as all other factors for success in jobs at all levels.90% of the difference between outstanding leaders and average leaders is due to emotional intelligence.*Daniel Goleman

Leadership: A Framework for ReflectionWho you areKnowledge, skills, and experienceCore values (internal guidance system)Where you areContext (history, culture, style)Opportunities (challenges, resources)What you doVisioning and inspiringAssessing, planning, organizing, managingHow you do itCommunicating and collaboratingLeadership style

*(()()

Attributes of Successful Leaders Group Exercise #1*Name other Attributes/Traits and Skillsof Successful Leaders

Unsuccessful Leaders?

Traits Skills Decisiveness Knowledge of the Task ???????

Organisational climate and culturedeeper level of basic assumptions and beliefs that are shared by members of an organisation, that operate unconsciously, and that define in a basic taken-for-granted fashion an organisations view of itself and its environment

(Schein, 1985)

Steuart and MoranOrganizational culture sources:Basic building blocks laid down by management and tradition (assumptions, polices and goals)Experience of members as work in the organisation evolvesNew beliefs and assumptions from new staff: ()

Steuart and MoranOrganizational culture elements:Language (nomenclature)Group norms (expectations)Individuals with influenceStories of the past and how they shaped the organisationEstablished rituals/ ceremonies

:()()

In todays rapidly changing society,this will no longer work!

Change managementThe process of continually renewing an organization's direction, structure, and capabilities to serve the ever-changing needs of external and internal customers Managing change is about managing people(Moran & Brightman, 2000, http://www.emeraldinsight.com/Insight/viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0860120203.pdf)

Change management is really about managing (either well or poorly) the impact of some particular environmental and/or organizational change on these core activators of workplace performance.(Moran & Brightman, 2000, http://www.emeraldinsight.com/Insight/viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0860120203.pdf)()Change management

Moran & Brightman, 2000.Change is nonlinear; there is often no clearly defined beginning or end.Effective change interweaves multiple improvement effortsChange is top-down and bottom-up.Organizational change has an important personal dimensionMeasurement is key to successful and sustainable change.

Kotters rules for successful change 1 Establishing a Sense of Urgency2 Creating the Guiding Coalition3 Developing a Vision and Strategy4 Communicating the Change Vision5 Empowering Employees for Broad-Based Action6 Generating Short-Term Wins7 Consolidating Gains and Producing More Change8 Anchoring New Approaches in the Culture1 2 3 4 5 6 7 8

10 commandments of implementing changeAnalyse the organisation and its need for changeCreate a shared vision and common directionSeparate from the pastCreate a sense of urgencySupport a strong leaderLine up political sponsorshipCraft an implementation planDevelop enabling structuresCommunicate, involve people and be honestReinforce and institutionalise change. Jick, T.D. & Peiperl, M.A., Managing change: case and concepts, 2nd ed., Boston: Irwin, 2003.v

Exercise #3 *Describe what you believe is the culture of a typical academic library.Why do you believe this is the culture?What are the strengths of this culture?Its weaknesses?What kind of leadership works best for this kind of organizational culture? Why?

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Leadership and change:A reflection

Leadership and change: A reflectionKnow who you are Knowledge, skills, and experience Core values (internal guidance system) Understand where you are (and how you got there) Context (history, culture, style) Opportunities (challenges, resources) ()())

Leadership and change: A reflectionRecognise what you do (and why you do it) Visioning and inspiring Assessing, planning, organizing, managingBe conscious of how you do it Communicating and collaborating Leadership style

****************What is my job?

First response: I deliver library and technology services to the campus community.

Second response: I ensure that library and technology services support the teaching, research and service mission of the university

Third response: My job is to make the KU degree the most valuable it can be and to contribute to the growth of knowledge. Demonstrates that you understand the Big picture*

What you choose to call your customers, users, clients, can make a difference.

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