Although these are difficult times for all libraries, hospital librarians and libraries seem particularly affected. In a competitive health care environment that is driven by the bottom line, influenced by real estate hunger, and affected by the belief of hospital administrators that access to health information comes from the Internet and is free, the hospital librarian seems doomed. However, even in these difficult times, there are hospital librarians who are not only surviving, but thriving. Is it because they are entrepreneurial? Opportunistic? Innovative? Flexible? All of the above? None of the above? There are no clear predictors of success or of failure. However, the Vital Pathways Project has shed light on some of the issues and identified opportunities and strategies for the future.
Handheld or palm-based computing technology, commonly known as personal digital assistants (PDAs), are having a tremendous impact in many personal, educational, and business settings. The potential is particularly compelling for healthcare, specifically in the clinical setting. By exploring the development of the technology, applications, and products, as well as issues regarding its use, a better understanding of this technology can be gained. The rapid acceptance and ongoing swift development of handheld computing technology is leading to an evolution in the way clinical data and information move to and from the bedside and into the patient record. This article focuses on three main areas related to PDAs: the development of the palm technology, its potential in clinical settings, and available specific resources.
Ethical behavior in libraries goes beyond service to users. Academic health sciences library directors may need to adhere to the ethical guidelines and rules of their institutions. Does the unique environment of an academic health center imply different ethical considerations? Do the ethical policies of institutions affect these library leaders? Do their personal ethical considerations have an impact as well? In December 2013, a survey regarding the impact of institutional ethics was sent to the director members of the Association of Academic Health Sciences Libraries. The objective was to determine the impact of institutional ethics on these leaders, whether through personal conviction or institutional imperative.
Objective: Are there key attributes of leaders? Extrovert versus introvert? Charismatic? Detail oriented? Visionary? How do past leaders of the Medical Library Association (MLA) stack up? What leadership skills will MLA’s leaders need in a complex information future? Leadership attributes of MLA’s past and current presidents were studied to determine the common characteristics shared among these leaders. An examination of the leadership literature identified critical leadership characteristics essential to successful future leaders. MLA’s past, current, and future leadership development efforts were examined. Finally, all members were encouraged to consider leadership with a small “l” and become leaders based on their own strengths, interests, and environments.Methods: A text analysis was performed on past presidential profiles, the past twenty-five years of MLA presidents were surveyed, and conversations with MLA’s current presidents were held to determine commonalities among leadership characteristics. These were compared and contrasted with characteristics in the current leadership literature regarding the qualities of future leaders.Results: The text analysis of past presidential profiles was not particularly revelatory regarding leadership qualities of early MLA presidents although several generalized traits emerged including collaborative traits; management traits such as effectiveness and efficiency, innovation, and vision; personal traits such as humor and energy; and finally, a passion for the work were revealed. These aligned with traits identified in the survey of the past twenty-five years of MLA presidents and with the thoughts of the president-elect, president, and past president. Additional qualities identified were communication skills, political acumen, creativity, courage, and respect for the opinions and concerns of all members. MLA’s current leadership programs were reviewed in the context of examining traits needed by leaders of the future. A lack of focus on the needs of middle managers and the development of individual leadership skills was identified.Conclusions: As an organization, MLA should focus on leadership development in contrast to management training to prepare members as leaders in careers and work that may be vastly different than current situations. Equipping members with the skills enabling them to lead and thrive in these diverse situations, whether as the heads of programs or middle managers, or exploring and empowering individual leadership development while maintaining a passion for the profession, will be essential.
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