Managerial Leadership for Librarians: Thriving in the Public and Nonprofit World
Putting library management into the unique context of the not-for-profit world, this work offers you invaluable guidance on how to manage your library effectively.

Managing a library presents a significantly different challenge than managing a small business, a corporation, or even a school or charity organization. To be effective managers and excel in their careers, librarians must understand their unique position in the social landscape and leverage that role to become influential leaders. This guide shows librarians how to make the most of their inherent skills and develop new leadership strengths in order to become better library managers, advance their careers, and sustain their libraries—in spite of changing environments and shrinking budgets.

The book examines many facets of managerial leadership, defines what managerial leadership is, and describes how to assess and increase leadership skills. The chapters also identify the constraints unique to libraries and explain how you can develop positive relationships with government boards, turn a vision into a practical strategic plan, and exercise fiscal control. You will gain invaluable knowledge about fund raising, developing political skills, advocacy and lobbying, and legal and ethical concerns, specifically in the library environment. The final section of the book is devoted to people skills—understanding yourself and others, developing staff, collaboration, negotiation, meetings and presentations, and creating future success.

1125984085
Managerial Leadership for Librarians: Thriving in the Public and Nonprofit World
Putting library management into the unique context of the not-for-profit world, this work offers you invaluable guidance on how to manage your library effectively.

Managing a library presents a significantly different challenge than managing a small business, a corporation, or even a school or charity organization. To be effective managers and excel in their careers, librarians must understand their unique position in the social landscape and leverage that role to become influential leaders. This guide shows librarians how to make the most of their inherent skills and develop new leadership strengths in order to become better library managers, advance their careers, and sustain their libraries—in spite of changing environments and shrinking budgets.

The book examines many facets of managerial leadership, defines what managerial leadership is, and describes how to assess and increase leadership skills. The chapters also identify the constraints unique to libraries and explain how you can develop positive relationships with government boards, turn a vision into a practical strategic plan, and exercise fiscal control. You will gain invaluable knowledge about fund raising, developing political skills, advocacy and lobbying, and legal and ethical concerns, specifically in the library environment. The final section of the book is devoted to people skills—understanding yourself and others, developing staff, collaboration, negotiation, meetings and presentations, and creating future success.

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Managerial Leadership for Librarians: Thriving in the Public and Nonprofit World

Managerial Leadership for Librarians: Thriving in the Public and Nonprofit World

Managerial Leadership for Librarians: Thriving in the Public and Nonprofit World

Managerial Leadership for Librarians: Thriving in the Public and Nonprofit World

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Overview

Putting library management into the unique context of the not-for-profit world, this work offers you invaluable guidance on how to manage your library effectively.

Managing a library presents a significantly different challenge than managing a small business, a corporation, or even a school or charity organization. To be effective managers and excel in their careers, librarians must understand their unique position in the social landscape and leverage that role to become influential leaders. This guide shows librarians how to make the most of their inherent skills and develop new leadership strengths in order to become better library managers, advance their careers, and sustain their libraries—in spite of changing environments and shrinking budgets.

The book examines many facets of managerial leadership, defines what managerial leadership is, and describes how to assess and increase leadership skills. The chapters also identify the constraints unique to libraries and explain how you can develop positive relationships with government boards, turn a vision into a practical strategic plan, and exercise fiscal control. You will gain invaluable knowledge about fund raising, developing political skills, advocacy and lobbying, and legal and ethical concerns, specifically in the library environment. The final section of the book is devoted to people skills—understanding yourself and others, developing staff, collaboration, negotiation, meetings and presentations, and creating future success.


Product Details

ISBN-13: 9781440841712
Publisher: ABC-CLIO, Incorporated
Publication date: 10/11/2017
Sold by: Barnes & Noble
Format: eBook
Pages: 377
File size: 1 MB

About the Author

G. Edward Evans is an award-winning author and Fulbright Scholar who has been an administrator, researcher, teacher, and writer. He formerly taught at the Graduate School of Librarianship and Information Science at the University of California, Los Angeles.

Holland Christie, MLS, is the public services manager at the Flagstaff City-Coconino County Public Library, where she supervises the reference, circulation, and youth services departments.

Table of Contents

Tables xiii

Preface xv

Chapter 1 Why Nonprofit and Public Sectors Matter for Library Information Service Managers 1

General Sector Differences 2

Public Sector Organizations 3

Nonprofit Organizations 6

What Works and What Does Not? 8

Chapter 2 Leading 11

Basic Leadership Theories 13

Leadership Skills 15

Assessing Your Interest in Being a Leader-Manager 18

You Can Develop Leadership Skills That May Not Be Natural for You 20

Pitfalls for Leader-Managers 22

Leadership Constraints 23

Common Managerial Challenges 25

Managing and Implementing Change 26

Training and Developing Staff 26

Being an Attorney of Sorts 27

Doing More with Less 27

Moving Ahead in Management 28

Time Management 29

Conceptual Skills 30

Keys to a Successful Career 30

Chapter 3 Communication and Persuasion 33

Essential for Personal and Organizational Success 34

Power of Persuasion 35

Oral and Written Communication 36

Communication Groups 36

Communicating with Staff 38

Communicating Outside Your Unit 39

Vendors and Suppliers 40

Governing and Advisory Boards 40

Maintenance and Service Personnel 41

Professional Colleagues Elsewhere 42

Parent Organization Staff 42

Service Users 43

Funding Bodies 46

Granting Agencies 46

Donor Groups 47

Society at Large and Taxpayers 47

Listening-Key to Successful Communication 48

Barriers to Effective Listening 49

Nonverbal Communication 50

E-Communication 52

Email 52

Websites 53

Blogs 54

Facebook 54

Thoughts on the Power of Persuasion 55

Chapter 4 Authority, Influence, and Power 59

Authority 60

Power 62

Who Has the Power? 66

Accountability and Responsibility 68

Importance of Empowerment 71

Chapter 5 Advisory and Governing Boards 75

Role of Boards 76

Board Responsibilities 79

Fiscal Responsibilities 80

Policy Setting 83

Meetings 85

Understanding Board Relationships 88

Senior Manager Relationships 88

Relationships with Library Staff 90

Relationships beyond the Library 91

Assessment 93

Chapter 6 Vision, Mission, Planning, and Strategy 97

Vision Statements 101

Strategy and Planning 104

Goals 106

Objectives 107

Priorities 108

Strategic Management 110

Chapter 7 Changing Environment-Why It Matters 115

Managing Change 117

Environment 120

Inner Sphere 120

Outer Sphere 123

Learning about the Service Community 125

Methods for Assessing Demographics 127

Creating a Scanning Program 129

Chapter 8 Assessment, Coordination, and Quality 133

Assessment 135

Engaging Stakeholders in Assessment Projects 136

Assessment, Outcomes, and Control 137

Outcomes and Meaningful Measures 140

Cost Analysis 140

Work Analysis 142

Tools for Assessing Performance 143

Benchmarking 143

User Surveys 144

Six Sigma 145

Balanced Scorecard 146

Quality Service 146

Why Outcomes Assessment? 147

Chapter 9 Fiscal Matters 153

Public and Nonprofit Budgeting versus For-Profit 154

Basic Budgetary Process 158

Managerial Leadership in Budgeting 161

Budget Leadership 163

Assessing and Setting Realistic Financial Needs 164

Budgeting Politics 167

Budgeting in Multijurisdictional Environments 168

Chapter 10 Fundraising 171

Fundraising Basics 173

Who Gives? 174

Why They Give 175

When Do People Give? 176

Donor Relations 179

Fundraising Ethics 180

Grants 181

Managerial Leadership Challenges and Referenda Issues 184

Chapter 11 Managing Projects 187

Projects in the Public Sector 189

Managerial Skills and Projects 189

Projects Methodologies 191

Traditional Method 191

Initiation 191

Planning 192

Implementing 193

Control 194

Closing 195

PRINCE2 195

Directing 196

Initiating 197

Planning, Controlling, Monitoring, Closing 197

Projects Do Fail 197

Project Management Software 199

Chapter 12 Advocacy, Lobbying, Marketing, and Public Relations 203

Advocacy 205

Just What Is Advocacy? 205

Planning for Advocacy 206

Lobbying 208

What Is Legal Lobbying for Libraries? 208

Marketing 210

Branding 212

Public Relations 213

Social Media 214

Policy Issues 215

Chapter 13 Political Skills 219

Personal Political Skills 220

Organizational Politics 223

Why Not Try to Control Office Politics? 225

Reducing or Controlling Office Politics 226

Good Organizational Politics 227

Partisan Politics 228

Intra-Staff Partisan Politics 230

Chapter 14 Legal Aspects 233

Forming a Library 234

Impact on Services 237

Impact on Operations 238

Impact on Users 241

Service Animals 242

Disruptive Behavior 242

User Privacy and Confidentiality 243

Impact on Staff 246

Progressive Discipline 247

Sexual Harassment 248

Substance Abuse and More 249

Impact on Collaboration 250

Liability 251

Malpractice 252

Chapter 15 Ethics in the Workplace 255

More Nuanced Than You Might Think 256

Personal Value System 257

Ethical Concepts 258

Professional Ethics Codes 260

Workplace Ethics and Values 262

Chapter 16 Understanding Oneself and Others 269

Emotional Intelligence 271

Staffing Differences across Sectors 272

Workplace Behavior, Staffing, and Managers 275

Labor Union and Collective Bargaining Issues 280

Motivating Staff 282

Motivation and Retention 285

When and How to Delegate 286

Chapter 17 Training and Developing Staff 291

Differences between Training, Coaching, and Developing 292

Identifying Current Training Needs 293

General Training Needs 294

Ongoing Training 295

Coaching and Monitoring 296

Staff Development 297

Learning Organizations 301

Creating a Continuous Learning Environment 302

Options for Saving Limited Training and Development Funds 304

Mentoring 304

Teams 307

Chapter 18 Collaboration 309

Why Collaboration Is a Necessity in Today's World 311

Creating a Collaborative Environment 312

Barriers to Collaboration 314

Collaborating in Your Library 315

Cross-Sector Collaboration 316

E-Collaboration 318

Collaborating via Social Media 319

Chapter 19 Negotiation 325

Conflict Management 326

Mediation 333

Negotiation Skills and Their Value 335

Chapter 20 Long-Term Career Success 341

Common Areas for Improvement 343

Meetings-The Seeming Life Blood of Organizations 346

Formal Presentations 349

The Pesky Ps 350

Visual Aids 352

Practice Is the Key 353

Written Presentations 354

Writing for Non-Work Audiences 355

Professional Publishing 356

Social Media as Presentation 359

Time to Say Goodbye 359

Index 363

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