Developing leadership competencies in librarians

Jordan, Mary Wilkins

doi:10.1177/0340035211435074

Cited by 23 publications

(23 citation statements)

References 2 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Skills selected as important for training future public library managers least often (by 30 percent or fewer of all the respondents) are identified in Table IX. These choices stand in contrast to my prior study (Jordan, 2012), in which many of these were identified as very important for future public library directors. Differences in these two studies include the prior study was looking specifically at directors, not managers in general; and the prior study was specifically aimed at successful directors, not a general information gathering from managers.…”

Section: Length Of Time As a Librariancontrasting

confidence: 65%

See 1 more Smart Citation

Competencies for public library managers: diversity in practice

Jordan

2015

Library Management

View full text Add to dashboard Cite

Access to this document was granted through an Emerald subscription provided by emeraldsrm:198285 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to identify competencies in common across public library managers. Design/methodology/approach -The request for public library managers to participate in this survey was posted to the public listserve. Participants were asked about the tasks they do regularly, to identify the skills currently seen as most important in their work. They were then given a list of competencies, and asked to identify those they felt were most important for current public library managers, for those in future managers. Findings -Some commonalities emerged, but there was not a substantial amount of overlap between skills identified by directors and non-director managers as important now or into the future. Research limitations/implications -Further research into managerial competencies focussed on specific job titles is necessary to see what kinds of skills each may value. Likewise, a broader look at public library managers may provide a better set of common competencies that will be useful for both training and hiring. Practical implications -Understanding strategies for managerial competencies will be useful in building successful training programs. Social implications -Learning in this study that it will be challenging to carry out training relevant to all types of public library managers is useful; instead it can be tailored to different levels of managers for more success. Originality/value -This is an original study, building on other work the author has carried out. The value is in understanding the real needs of managers, not just anecdotal stories.

show abstract

Section: Length Of Time As a Librariancontrasting

confidence: 65%

“…They were then given a list of 19 competencies developed in my prior research, and identified as important for public library directors to possess ( Jordan, 2012). Definitions from the prior research study were included with each competency, to be sure everyone understood each idea the same way.…”

Section: Length Of Time As a Librarianmentioning

confidence: 99%

Competencies for public library managers: diversity in practice

Jordan

2015

Library Management

View full text Add to dashboard Cite

show abstract

“…64). However, there has been on-going discussion on the lack of leadership within libraries, and the criticality of developing leadership skills to enable the transformational change that is needed in the library domain (Hicks & Given, 2013;Goulding, Walton & Stephens, 2012;Jorden, 2012;Janes, 2009). A recent Arts Council report (2013) was clear that the current situation in libraries 'poses significant leadership challenges for the library sector.…”

Section: Leadershipmentioning

confidence: 99%

Community, complexity, the public library and community orientation

Sen

2014

Library Review

View full text Add to dashboard Cite

Purpose This paper presents a model of the complexity in public libraries based on a case study of Cumbria Libraries, a public library service in the North West of England. The model illustrates the complexity of the library as a societal organization with multiple stakeholder perspectives. The model is based on community orientation as a form of market orientation, in combination with other multiple strategic orientations that combine to add value for stakeholders within the community. Research designThe study is based on a case study of Cumbria Libraries. The data were gathered during field via conversations, interviews, photographs, documents, and observations including 85 participants from multiple stakeholder groups. The analytical approach blended Thematic Analysis and Situational Analysis. Findings A key finding was the existence of multiple strategic orientations, and the criticality of the leadership roles in managing the complexity, and in motivating staff and community stakeholders towards offering a cohesive, and relevant service suitable for community needs. Originality There is currently no literature on strategic orientation in libraries. The paper present an original model illustrating the complexity of the strategic orientations identified within the case study.

show abstract

“…Selected topics discussing the application of organizational development and leadership theory in a library setting include the learning organization by Giesecke and McNeil (2004), organizational culture by Kaarst-Brown, Nicholson, von Dran and Stanton (2004), and organizational development by Stephens and Russell (2004). Leadership in libraries is an important ongoing area of interest because there is a requirement to mentor the next generation of library leaders (Branin, 2012) and to transform libraries through leadership development programs (Fallon, Maxwell, McCaffrey & McMahon, 2011;Jordan, 2012;Merrill & Lindsay, 2009;Michalak, 2012;Williamson, 2013).…”

Section: Literature Reviewmentioning

confidence: 99%

The Impact of Leadership Development on the Organizational Culture of a Canadian Academic Library

Crawley-Low

2013

EBLIP

View full text Add to dashboard Cite

the terms of the Creative CommonsAttribution-Noncommercial-Share Alike License 2.5 Canada (http://creativecommons.org/licenses/by-nc-sa/2.5/ca/), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly attributed, not used for commercial purposes, and, if transformed, the resulting work is redistributed under the same or similar license to this one. AbstractObjective -To determine the perceived impact of leadership development on the behaviours and competencies of employees and the organizational culture of the University Library, University of Saskatchewan, Canada.Methods -Using grounded theory methodology, the study was conducted in an academic library serving a mid-sized medical-doctoral university in western Canada. Twenty-one librarians and support staff who had completed the University Library's Library Leadership Development Program (LLDP) participated in one-on-one interviews of 40-60 minutes duration. Interview transcripts were prepared by the researcher and reviewed by the participants. After editing, those source documents were analyzed to reveal patterns and common threads in the responses. The coding scheme that best fits the data includes the following four headings: skill development, learning opportunities, strategic change management, and shared understanding of organizational vision and values.

show abstract

Developing leadership competencies in librarians

Cited by 23 publications

References 2 publications

Competencies for public library managers: diversity in practice

Competencies for public library managers: diversity in practice

Community, complexity, the public library and community orientation

The Impact of Leadership Development on the Organizational Culture of a Canadian Academic Library

Contact Info

Product

Resources

About