{"title":"Innovation and Growth: Applying Clayton M. Christensen’s Theories to Academic Libraries","authors":"D. W. Lewis","doi":"10.5860/LLM.V34I1.7377","DOIUrl":"https://doi.org/10.5860/LLM.V34I1.7377","url":null,"abstract":"Academic libraries are facing many challenges as documents become digital objects on the network and services that were once their sole province are now provided by others at network-scale. Academic libraries will need to identify and develop new services if they are to remain vital. Using two theories from Clayton M. Christensen’s work, the first on different kinds of innovation and their impact on growth, and the second on the “jobs to be done” framework, can guide librarians in this task. Understanding the different types of innovation and the results they bring should shape budget and resource allocation strategies. Understanding the “jobs of be done” framework should provide the means of identifying new products and services that will be valued by students and faculty. The two theories, taken together, can provide academic libraries the means to assure their continuing relevance.","PeriodicalId":404822,"journal":{"name":"Library Leadership & Management","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-12-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131026259","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Welcome Aboard: A Program for Improving the New Hire Experience for Academic Librarians","authors":"Mitch Winterman, Rosalind Bucy","doi":"10.5860/llm.v33i4.7358","DOIUrl":"https://doi.org/10.5860/llm.v33i4.7358","url":null,"abstract":"New hire orientation often consists of a checklist of tasks but does little to integrate a new employee to the organization. Previous research indicates that organizational socialization is key to successful onboarding, but few models exist for libraries to support this aspect of a new hire’s experience. This article shares an onboarding program adopted by one academic library and discusses the results of an assessment of the new program for newly hired librarians. Findings indicate that a structured onboarding program can improve organizational socialization during a librarian’s first months on the job.","PeriodicalId":404822,"journal":{"name":"Library Leadership & Management","volume":"105 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-09-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124716586","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"New and Noteworthy: Dealing with Dysfunction","authors":"J. Bartlett","doi":"10.5860/llm.v33i4.7389","DOIUrl":"https://doi.org/10.5860/llm.v33i4.7389","url":null,"abstract":"It is the rare library that does not experience some level of dysfunctional behavior among staff. Problems arise when weak leadership, poor communication, and lack of goals result in toxic behaviors including gossiping and bullying. Several recent publications offer tips on identifying and dealing with dysfunctional library workplaces.","PeriodicalId":404822,"journal":{"name":"Library Leadership & Management","volume":"215 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-09-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121876183","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Agile-ish: Bringing Agile and Scrum into Project Management for Digital Collections Metadata","authors":"Linda Ballinger","doi":"10.5860/LLM.V33I4.7365","DOIUrl":"https://doi.org/10.5860/LLM.V33I4.7365","url":null,"abstract":"Implementations of agile values and principles are increasingly seen in project management beyond their original home in software development. Most library projects drawing on agile and scrum, agile’s most popular methodology, have needed to adapt these principles and methods to varying degrees, but most have been in environments similar to software development. The Pennsylvania State University Libraries’ cataloging department was interested to see if agile and scrum approaches could be successful in managing a metadata project involving an ad hoc team, composed of members volunteering part of their time to the project, and inexperienced in the work needed for the project. While the Penn State Libraries project used extensively modified versions of agile and scrum, we have concluded that using these principles and methods, even if adapted, can greatly improve the process and the outcome of many projects.","PeriodicalId":404822,"journal":{"name":"Library Leadership & Management","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-09-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129205525","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Mentoring in Academic Libraries","authors":"Beth E. Tumbleson, John J. A. Burke","doi":"10.5860/LLM.V33I4.7348","DOIUrl":"https://doi.org/10.5860/LLM.V33I4.7348","url":null,"abstract":"The authors, who have each engaged in mentoring in higher education, surveyed academic librarians in 2017 on their mentoring experiences. Those findings are placed alongside best practices drawn from the literature to discover what motivates academic librarians to participate in mentoring and how it impacts them professionally and personally. Based on this evidence, the authors encourage colleagues to seek professional development through mentoring opportunities. \u0000 \u0000“Sometimes our light goes out, but is blown again into instant flame by an encounter with another human being. Each of us owes the deepest thanks to those who have rekindled this inner light.” Dr. Albert Schweitzer","PeriodicalId":404822,"journal":{"name":"Library Leadership & Management","volume":"81 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-09-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134475772","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Library Leadership Lessons Gleaned from WWII Submariners","authors":"Stuart Gaetjens","doi":"10.5860/llm.v33i3.7359","DOIUrl":"https://doi.org/10.5860/llm.v33i3.7359","url":null,"abstract":"Many aspects of good leadership have not changed over time. This article uses examples from World War II submarining, particularly Capt. Eugene Fluckey’s experiences, as a launching point for discussing modern academic library leadership. There are six points of leadership discussed which alternate between submarining and libraries: selecting team members, cross-training, respecting the individual, developing esprit de corps, communicating hard truths, and thinking big thoughts.","PeriodicalId":404822,"journal":{"name":"Library Leadership & Management","volume":"54 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-06-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133479908","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Technology, Collaboration, and Learning: Perceptions and Effectiveness of US Public Library Staff Professional Development","authors":"Michael Stephens, S. Mitchell, Ari Zickau","doi":"10.5860/llm.v33i3.7317","DOIUrl":"https://doi.org/10.5860/llm.v33i3.7317","url":null,"abstract":"The primary purpose of this study was to investigate the preferences and perceptions of professional development (PD) activities for public library staff. The survey instrument was distributed to public librarians and paraprofessionals throughout the United States. Beyond the challenges of time and money, a picture emerged from the data of what might best serve the needs of librarians and paraprofessionals for PD. Staff want to feel encouraged and supported about learning for their jobs. The chance to network and meet in groups is preferred by most respondents with short webinars and online learning filling in the gaps, especially if content goes beyond the usual introductory level. From these findings, it is possible to suggest three “action plans” for improving PD for public library professionals and paraprofessionals. These plans include: developing structured and supported PD programs as part of public library administration, promoting a culture of learning throughout the institution, and participating in and contributing to state and regional opportunities for PD of public library staff.","PeriodicalId":404822,"journal":{"name":"Library Leadership & Management","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-06-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130469213","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"How Can We Serve You Better: Customers’ Perceptions of Services and Facilities Offered in a Community Library","authors":"H. Ho","doi":"10.5860/llm.v33i3.7353","DOIUrl":"https://doi.org/10.5860/llm.v33i3.7353","url":null,"abstract":"The purpose of this study is to understand residents’ perceptions of the Big Rapids Community Library (BRCL). The study uses a quantitative online survey to investigate the perceptions of local residents who use this community library. The survey focuses on questions directly related to the services and facilities offered to BRCL customers. The results of the survey indicate that residents’ income levels affect their visits to the library. In addition, female residents view access to a community library as more important than their male counterparts do. This project has important policy implications for BRCL and other community libraries because data on customers’ perceptions and satisfaction are increasingly being used to motivate service reforms, budget allocations, and management accountability. In addition, this intention by BRCL can be treated as a “best practice” model for other community libraries trying to build better relationships with their customers.","PeriodicalId":404822,"journal":{"name":"Library Leadership & Management","volume":"54 3","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-06-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132418459","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Communities of Practice as a Professional Development Tool for Management and Leadership Skills in Libraries","authors":"Heather Weltin, N. Schultz","doi":"10.5860/llm.v33i3.7347","DOIUrl":"https://doi.org/10.5860/llm.v33i3.7347","url":null,"abstract":"In 2012, the University of Wisconsin-Madison's General Libraries developed a community of practice to improve management and leadership skills in staff. This article examines the theories behind communities of practice, the process used by UW-Madison to establish the communities of practice and the results.","PeriodicalId":404822,"journal":{"name":"Library Leadership & Management","volume":"24 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-06-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130396980","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}