Creating the next generation of library leaders

Abstract

PurposeThe paper aims to answer the question: “Where is our profession going and who is leading us there?”Design/methodology/approachThe article presents results of a survey directed to leadership institute attendees and attempts to determine the impact of such institutes on librarians' careers, and their willingness to move into administrative positions (department head, director, etc.) or leadership roles (project leader, committee chair). This paper was developed from the poster session, “Follow Me! Are Leadership Institutes Creating the Next Generation of Library Leaders?” presented at the American Library Association's Annual Conference in Washington, DC, June 24, 2007. Survey questions allowed data collection on the nature and impact of the leadership institute experience, attendees' supervisory and administrative experience, and their future professional goals. The role of leadership mentors and the potential of mentorship to increase the number of library leaders was also considered.FindingsLibrarians who attended leadership institutes felt it had a direct impact on their careers because they are more willing to move into leadership, management, and administrative roles. The majority of attendees find their leadership institute experience professionally valuable and would recommend it to others. Additionally, survey findings reveal the importance of professional mentors.Research limitations/implicationsThe survey was limited to librarians who attended a leadership institute. Approximately 75 percent of respondents were female, with only 25 percent male, which reflects the general demographics of the profession as a whole.Practical implicationsLeadership institutes should be developed to focus on particular constituencies. A variety of formats – retreats, year‐long – will also help address different needs among potential attendees. Current library and institutional administrators should encourage librarians to develop their leadership potential.Originality/valueThis paper addresses the insufficient number of librarians both willing and prepared to take on leadership roles both within individual libraries and the profession at large, which is a growing concern to the library profession.

The Importance of political and strategic skills for UK library leaders

“…It is said that the profession is 'greying' and that there are insufficient numbers of librarians both willing and prepared to take on leadership roles within individual libraries and the profession more generally (Arnold, Nickel and Williams 2008). Usherwood, Proctor and Bower (2001), for example, in a study of the UK public library workforce found a general consensus that there was a lack of leadership in the public library profession and no clear understanding of how the next generation of leaders could be fostered.…”

Analyses of Mentoring Expectations, Activities, and Support in Canadian Academic Libraries

“…For mid-career librarians, mentoring is often associated with leadership roles or the advancement to different positions in the organization. 31 It should be noted, however, that not all librarians have a desire to advance to roles of managers or administrators; instead, they may be motivated by leadership opportunities for project planning and special assignments. 32 Regardless, Hicks outlines problems that may arise when mentoring is used for developing.…”

Designing and evaluating library leadership programs: improving performance and effectiveness

“…The evaluations specifically identify some content elements as being perceived by the participant as particularly relevant to his or her needs. Mentoring, networking and connecting with peers were perceived to be important to leadership development (Arnold, Nickel & Williams, 2008;Barney, 2003;Bonnici, 2001;Brockmeyer-Klebaum, 2000;Sheehy, 2004; The Center for Creative Leadership, 2008), but these activities needed to persist after the program concluded (Bonnici, 2001;BrockmeyerKlebaum, 2000). Program elements relating to organizational change were also important (The Center for Creative Leadership, 2008).…”

“…o Networking -essential to connecting with peers and relationship building (Arnold, Nickel & Williams, 2008;Barney, 2003;Bonnici, 2001;Brockmeyer-Klebaum, 2000;Sheehy, 2004 o Experiential assignment or project -ability to practise skills and use knowledge in the real world is essential to ensuring that the skills are transferred (Allio, 2006;Crosbie, 2005); o Continuing contact with mentors and other participants;…”

“…o Mentors -important to leadership development and positively linked to the attainment of individual outcomes (Allio, 2006); and identified by a majority of leadership candidates and practicing leaders as providing a positive influence and inspiration to their careers (Arnold, Nickel & Williams, 2008;Sheehy, 2004);…”