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Library Leadership & Management最新文献

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Using the Start | Stop | Continue Framework to Improve Library Operations 使用Start / Stop / Continue框架改进库操作
Library Leadership & Management Pub Date : 2019-06-13 DOI: 10.5860/llm.v33i3.7351
Magen Bednar, Sarah Robbins
{"title":"Using the Start | Stop | Continue Framework to Improve Library Operations","authors":"Magen Bednar, Sarah Robbins","doi":"10.5860/llm.v33i3.7351","DOIUrl":"https://doi.org/10.5860/llm.v33i3.7351","url":null,"abstract":"The Start|Stop|Continue Framework is a powerful tool for structuring conversations to elicit honest input from library personnel at all levels. Adapting this framework for team discussions rather than individual feedback enables libraries to create opportunities for meaningful engagement and meaningful improvement to library operations.","PeriodicalId":404822,"journal":{"name":"Library Leadership & Management","volume":"37 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":"116384327","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}
引用次数: 2
New Year’s Resolutions, Career Outlook, and Personality: An Investigation of Library Employees’ Goal Setting Behaviors 新年决心、职业前景与个性:图书馆员工目标设定行为的调查
Library Leadership & Management Pub Date : 2019-03-02 DOI: 10.5860/LLM.V33I2.7318
Amelia M. Anderson, Leo S. Lo
{"title":"New Year’s Resolutions, Career Outlook, and Personality: An Investigation of Library Employees’ Goal Setting Behaviors","authors":"Amelia M. Anderson, Leo S. Lo","doi":"10.5860/LLM.V33I2.7318","DOIUrl":"https://doi.org/10.5860/LLM.V33I2.7318","url":null,"abstract":"Many organizations use goal setting as a professional tool to get employees to achieve gains within the workplace. Many librarians in the United States participate in setting New Year’s resolutions as part of their personal goal-setting behavior. As studies indicate correlations between personal goal-setting behaviors, performance and attitude in professional roles, the researchers posit that learning how library employees set and achieve New Year’s resolutions could provide insight into how organizations can improve employee goal setting. An online survey was conducted in 2016 with 512 respondents. Results showed that respondents who self-reported as ambitious tend to be more successful in achieving their goals. Furthermore, ambitious respondents utilized goal-setting best practices more than less ambitious respondents. Respondents with a less clear sense of purpose in life tended to put in less effort or gave up more often than those with a clearer sense of purpose.","PeriodicalId":404822,"journal":{"name":"Library Leadership & Management","volume":"119 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-03-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124155524","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}
引用次数: 2
Educational Background of ARL Directors ARL主任的教育背景
Library Leadership & Management Pub Date : 2019-03-02 DOI: 10.5860/llm.v33i2.7338
Kristine Condic
{"title":"Educational Background of ARL Directors","authors":"Kristine Condic","doi":"10.5860/llm.v33i2.7338","DOIUrl":"https://doi.org/10.5860/llm.v33i2.7338","url":null,"abstract":"Strong leadership is needed to provide vision and focus in academic libraries during this rapidly changing environment. While leadership skills can be acquired in many ways, this study examines formal education. Graduate degrees of Association of Research Library (ARL) directors were identified to determine whether they have earned library and information science degrees as well as other graduate degrees. Results indicate that 90% of the ARL directors have library degrees but the remaining 10% have graduate degrees in a variety of disciplines though not solely in management or leadership. Additionally, the percentage of ARL directors with doctorates has increased slightly in the past 20 years, while the percentage of those with MLIS degrees has decreased.","PeriodicalId":404822,"journal":{"name":"Library Leadership & Management","volume":"33 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-03-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131800186","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}
引用次数: 3
Meetings: A Framework to Improve Effectiveness and Employee Satisfaction 会议:提高效率和员工满意度的框架
Library Leadership & Management Pub Date : 2019-03-02 DOI: 10.5860/LLM.V33I2.7321
A. Molaro
{"title":"Meetings: A Framework to Improve Effectiveness and Employee Satisfaction","authors":"A. Molaro","doi":"10.5860/LLM.V33I2.7321","DOIUrl":"https://doi.org/10.5860/LLM.V33I2.7321","url":null,"abstract":"Meetings are a necessary, but often unexamined part of organizational life. Meetings are used to make decisions, distribute information, brainstorm solutions, and report on progress. Meetings take up a massive part of a librarians or managers day, but we seldom talk about how effective meetings are, or how to properly run a meeting. This paper describes the role of meetings on employee satisfaction, employee attitude, and on meeting effectiveness. Drawing upon research and literature in the fields of business and LIS, the paper concludes with a framework and strategies to run more engaging and effective meetings.","PeriodicalId":404822,"journal":{"name":"Library Leadership & Management","volume":"15 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-03-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130157078","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}
引用次数: 1
Learning from Crucible Moments: Lessons in Crisis Leadership 从危急时刻学习:危机领导的教训
Library Leadership & Management Pub Date : 2019-03-02 DOI: 10.5860/llm.v33i2.7327
S. Bell
{"title":"Learning from Crucible Moments: Lessons in Crisis Leadership","authors":"S. Bell","doi":"10.5860/llm.v33i2.7327","DOIUrl":"https://doi.org/10.5860/llm.v33i2.7327","url":null,"abstract":"Access to formal and informal leadership education and mentoring all contribute to the development of library leaders. Though crisis leadership may be discussed in leadership training, it is often the case that experiencing and leading through crises is the primary way in which most library leaders gain skill in managing these challenging situations. If we learn through our mistakes, then crisis leadership is surely a shining example of this principle for leaders are most apt to falter when finding themselves in the crucible. This article presents the crisis situation in which leaders are subjected to the changes forged in the crucible, as an opportunity for leaders to learn, gain wisdom and grow professionally, even when their performance may falter. It also presents the dark times crisis as a newer type of situation leaders will increasingly confront and for which they will find it difficult to adequately prepare. Different crisis scenarios are presented along with recommendations for how leaders can best manage and learn from them.","PeriodicalId":404822,"journal":{"name":"Library Leadership & Management","volume":"48 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-03-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116973156","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}
引用次数: 1
The 21st Century Academic Library: Six Metaphors for a New Age 21世纪大学图书馆:新时代的六个隐喻
Library Leadership & Management Pub Date : 2019-03-02 DOI: 10.5860/llm.v33i2.7334
Clem Guthro
{"title":"The 21st Century Academic Library: Six Metaphors for a New Age","authors":"Clem Guthro","doi":"10.5860/llm.v33i2.7334","DOIUrl":"https://doi.org/10.5860/llm.v33i2.7334","url":null,"abstract":"No abstract","PeriodicalId":404822,"journal":{"name":"Library Leadership & Management","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-03-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127973722","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}
引用次数: 3
Emotional Intelligence, Emotional Culture, and Library Leadership 情商、情感文化和图书馆领导力
Library Leadership & Management Pub Date : 2019-03-02 DOI: 10.5860/LLM.V33I2.7329
Jason M. Martin
{"title":"Emotional Intelligence, Emotional Culture, and Library Leadership","authors":"Jason M. Martin","doi":"10.5860/LLM.V33I2.7329","DOIUrl":"https://doi.org/10.5860/LLM.V33I2.7329","url":null,"abstract":"This article discusses the importance of emotional intelligence and emotional culture, provides an overview of emotional intelligence and each of its components, explores ways library leaders can develop each emotional intelligence component, and describes ways library leaders can use emotional intelligence to influence a library's emotional culture.","PeriodicalId":404822,"journal":{"name":"Library Leadership & Management","volume":"127 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-03-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124533535","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}
引用次数: 6
Creating an Organizationally Embedded Strategic Communication Plan for Libraries 创建一个组织内嵌的图书馆战略传播计划
Library Leadership & Management Pub Date : 2019-02-01 DOI: 10.15788/201902LLM
Doralyn Rossmann
{"title":"Creating an Organizationally Embedded Strategic Communication Plan for Libraries","authors":"Doralyn Rossmann","doi":"10.15788/201902LLM","DOIUrl":"https://doi.org/10.15788/201902LLM","url":null,"abstract":"This is the first in a series of articles appearing in Library Leadership & Management that provides library leaders with an outline for creating a sustainable and consistent communication plan across all platforms and venues. Going beyond traditional marketing and branding, this series suggests a comprehensive approach to communication - both to people and to the computer networks that people use – for everyday communication, for disaster planning, and for the library’s strategic endeavors. There are many elements that can communicate and convey a library’s identity and values – social media posts, budget structures, library guides, strategic plans, etc. A coordinated and strategic plan for communication and outreach will strengthen your library’s value by creating a common experience and understanding by your library community, including library patrons, boards, administrators, and donors as well as internet search engines, social media networks, and their users. This plan will keep the library focused on objectives from the strategic plan and not straying beyond the plan, which could otherwise drain resources from what is trying to be achieved. This first article outlines the purpose and development of a library’s values, mission, and vision statements, a strategic plan, a communication plan, and the embedding of that plan in organizational culture. Subsequent articles explore offshoots of this communication including budgeting message and presentation, social media strategies, and search engine optimization and semantic web identity.","PeriodicalId":404822,"journal":{"name":"Library Leadership & Management","volume":"27 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116692253","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}
引用次数: 9
LLAMA President's Message 羊驼协会主席致辞
Library Leadership & Management Pub Date : 2018-11-29 DOI: 10.5860/llm.v33i2.7357
L. Hoffman
{"title":"LLAMA President's Message","authors":"L. Hoffman","doi":"10.5860/llm.v33i2.7357","DOIUrl":"https://doi.org/10.5860/llm.v33i2.7357","url":null,"abstract":"By now, I’m sure you know that we, along with our colleagues in the Association for Library Collections and Technical Services (ALCTS) and in the Library and Information Technology Association (LITA), are considering joining forces to create an entirely new division. (If you haven’t been keeping track, you can get up to speed here: connect.ala.org/all.) The Steering Committee and Working Groups for the project have been busy so far this fall, and one of the topics we continue to circle back to is that of change management.","PeriodicalId":404822,"journal":{"name":"Library Leadership & Management","volume":"48 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-11-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132814214","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}
引用次数: 0
Fail Early and Often to Succeed: The Case for Rapid Prototyping in Libraries 早失败，常成功:图书馆快速原型的案例
Library Leadership & Management Pub Date : 2018-11-29 DOI: 10.5860/LLM.V33I1.7290
John J. Meier, Rebecca K. Miller
{"title":"Fail Early and Often to Succeed: The Case for Rapid Prototyping in Libraries","authors":"John J. Meier, Rebecca K. Miller","doi":"10.5860/LLM.V33I1.7290","DOIUrl":"https://doi.org/10.5860/LLM.V33I1.7290","url":null,"abstract":"At Penn State University Libraries, we are endeavoring to support a library and user community in a state of flux by moving from a culture of rigidity to one of flexibility. Changes to Penn State University Libraries’ organizational structures and strategic priorities have been swift and ongoing. In some contexts, we are using rapid prototyping practices to respond with agility to these changes, as well as to the changing needs of our faculty, staff, student, and community users. This article describes the general rapid prototyping approach, showcases the concept in use by a library’s teaching and learning department, and uses a case study to illustrate how these practices can be applied to a specific learning object. We also suggest applications in other, more systemic, areas of organizational work. Key takeaways include encouraging a culture of experimentation, being open to failure, and keeping lines of communication open to strengthen collaboration.","PeriodicalId":404822,"journal":{"name":"Library Leadership & Management","volume":"193 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-11-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132371923","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}
引用次数: 4
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