Leading from the middle: An overview of current research and trends on the topic

Buller, Ryan

doi:10.1080/15367967.2018.1423982

Cited by 2 publications

(1 citation statement)

References 2 publications

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“…There are no empirical data, playbooks, crystal balls, forecasts or prognostications on the future of libraries as it relates to the complex role(s) of middle managers and those currently serving in circulation departments. Although, there is help for library middle managers to be effective when developing essential skills (Aho and Bennett, 2011), establishing positive roles (Chang and Bright, 2012; Patillo, 2018), initiating training (Rooney, 2010), facing challenges (Miller, 2020), building necessary skills and traits (Buller, 2018), competencies (Sudirman et al , 2019), negotiating influence (Laning and Nixon, 2013), building strategy (Floyd and Wooldridge, 2000; Rouleau and Balogun, 2011), fostering team building (Tinline and Cooper, 2016) and learning to stay on top (Madden et al , 2018). LaGuardia (2012) put it best when she observed that effective middle managers “Revel in the successes of their team/department/library, both the collective and individuals.”…”

Section: Why So Admirable?mentioning

confidence: 99%

Toughest job in the library

Gordon

2020

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PurposeThe purpose of this article attempts to portray the unique and complex role of library middle managers. This important and influential position can be a proving ground for new and old managers as libraries continue to evolve, adjust policies, introduce new services and meet the needs of their users. Circulation managers as influential middle managers are realistically depicted as busy, overwhelmed and isolated, but welcome the opportunity to provide leadership and enhance their professional development.Design/methodology/approachThis viewpoint is solely based on the author's varied experiences and personal reflections as a circulation department head providing leadership alongside colleagues in a busy academic library.FindingsDepartment heads as managers of circulation departments are pivotal positions in every library. Circulation heads performing as middle managers are responsible for a full range of administrative, managerial and organizational services. Circulation heads are well positioned as change agents simultaneously directing frontline staff members, policies and services while providing valuable insight to library administration. Yet, circulation managers experiencing constantly evolving responsibilities, are too often found to be caught in the middle negotiating inconsistencies. Successful circulation managers require an eclectic mix of essential skills initiating and deploying change, defining success, dealing with people, actively participating in professional development and providing leadership.Research limitations/implicationsThe study and research of library middle managers in public and academic libraries is practically nonexistent. As libraries increasingly create, adjust and reinvent library services, spaces and visions due to increasing digitization, in response to emerging online environments and new service models – middle managers and circulation librarians are excellent and proven pivots to negotiate and successfully implement this change.Practical implicationsAs a crafted article written by a former head of a circulation department every staff member, student and librarian serving in access/borrowing/circulation departments should consult this article as required reading.Social implicationsThe voices of library middle managers are too often muted, not valued and rarely celebrated. This viewpoint article written in a conversational voice depicts circulation librarians as middle managers that bring value to all libraries and should be heard.Originality/valueThis paper depicts the opportunities and challenges faced by, as well as the skills and competencies required by librarians serving as circulation departments heads.

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