l ibrary d irectors profile and attributes. c ritical i ssues 2 recruitment education retention...
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LIBRARY DIRECTORS
Profile and Attributes
CRITICAL ISSUES
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Recruitment Education Retention
Leadership ASERL competencies
RECRUITMENT AND RETIREMENT
Is there a “graying of the profession”? Demographics
104,600 “credentialed” librarians Number rose rapidly in late 20th century and then
declined between 2000-2005 Librarianship is often a second career Over 40% are over 50 Median age continues to increase
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RECRUITMENT AND RETIREMENT
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RECRUITMENT AND RETIREMENT
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RECRUITMENT AND RETIREMENT Baby boomer generation created a
“bubble” in librarianship- they are nearing retirement age.
However, few indicators of growth in the library sector, currently compounded by recession which may slow growth further.
Projections are for a -1.4% job growth
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RECRUITMENT AND RETIREMENT
General trends 2000, 10% over age 60 2005, 15% 2015 project- number will double to 30% Librarians over 70 will double to 4% from 2005-
2015 Vast majority of this group will retire between
2015 and 2025 Data taken from ALA Census Report 2009
ARL Trends 2000- 2% of ARL directors age 65+ 2005- 9%
ACRLog, 20097
CURRENT PROJECTIONS Number of openings depends on retirement and
growth of job field- flat growth means little change. Declines in total employment and delayed retirement means fewer openings
Greatest wave of retirements between 2010-2015 Shortages of LIS graduates between 2015-2019 May take 8 years after 2019 to make up losses Rate of graduation is not keeping pace with
retirement Issue is not just numbers of new grads, but also
numbers of qualified professionals to move up in the ranks
ALA, Library retirements: What we can expect, 20048
SO… IS THERE A GRAYING OF THE PROFESSION?
Yes, but Also a flattening of age as number of young
professionals grows
Impact?
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DIRECTORS Many librarians at AUL level content to stay in
their current positions. There is less inclination for many frontline
librarians to assume managerial responsibilities. They probably perceive the directorship as being too demanding of one’s time and energies, and they do not see the extra salary as sufficient motivation to change their mind or life style
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ARL DIRECTORS From 1948-2002, in a state of
“transition,” according to Jim Neal. The turnover of directorships from 1998-2002 was due to:Retirement (67.7%)Assuming the directorship of either
another ARL library (13.6%) or a non-ARL library (3.4%)
Taking a library position at the same institution (8.5%)
Becoming a faculty member (3.4%)Death (3.4%)Also: the % of female directors increased
from 22.4% (1982) to 52.1% (2002)11
If there is a shortage, how fill it? Is the MLIS the only answer?
What degrees are essential? What degrees do directors have? Upon entry into the profession, what are
effective ways to continue to develop some managerial and leadership attributes?
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“Our challenge is clearly about recruitment, but it is also about diversifying our workforce” John W. Berry, American Libraries (February 2002),
p. 7
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ACADEMIC LIBRARIANSCompetencies and Expectations14
COMPETENCIES FOR RESEARCH LIBRARIES (ASRL READING)
Attributes of the successful research librarian include intellectual curiosity, flexibility, adaptability, persistence, and the ability to be enterprising.
Research librarians possess excellent communication skills. They are committed to life-long learning and personal career development.
Five categories (with sub-topics) follow:
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THE RESEARCH LIBRARIAN develops and managers effective services that
meet user needs and support the research library’s mission
supports cooperation and collaboration to enhance service
understand the library within the context of higher education (its purpose and goals) and the needs of students, faculty, and researchers
knows the structure, organization, creation, management, dissemination, use, and preservation of information resources, new and existing, in all formats
demonstrates commitment to the values and principles of librarianship 16
SELECT ATTRIBUTES
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Integrity Good listening,
communication, presentation skills
Develop a shared vision
Innovative Entrepreneurship
Inspirational motivation
Flexible Able to manage
change Collaborative Culturally-sensitive
and a record on diversity
SELECT ATTRIBUTES
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Politically savvy Empowering
Reasonable risk-taker
Team-building
ACADEMIC LIBRARY DIRECTORSWho will lead?19
RESEARCH ABOUT THE NEXT GENERATION OF MANAGERS American Libraries, May 2004, pages 32-5
managerial qualities personal characteristics areas of knowledge
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MANAGERIAL QUALITIES
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Top Attributes commitment to service a results orientation effective
communications with staff
building a shared vision for the library
managing and shaping change
ability to function in a political environment
priority setting
Low Attributes facilitation of group
processes resolving conflict developing
partnerships creating a system that
assessed the library’s value to users
creation of an environment that fosters accountability
PERSONAL CHARACTERISTICS
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Top-Rated Characteristics
credibility even-handedness self-confidence integrity stress mgmt ability multitasking focus on change exercise of good
judgment ability to articulate a
direction for the library
Low-Rated Characteristics
sense of humor good interpersonal
skills ability to ask the right
question managing time
effectively team building skills commitment to
explaining decisions
AREAS OF KNOWLEDGE
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Top-Ranked Areas scholarly
communications understanding the
complex environment in which the library functions
knowledge of financial mgmt
facilities planning digital libraries strategic and long-
term planning
Bottom-Ranked Areas information-delivery
systems publishing industry resource sharing information literacy teaching and learning
theory
ATTRIBUTES GROUPED BY TOPICAL AREA
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External/policy/citizen of university campus e.g., builds a shared
vision for the library Resource
development e.g., is
entrepreneurial
Library culture e.g., is committed to
service Strategic direction
e.g., nurtures the development of new programs and services/refines existing ones as needed
KEY RESULTS AREAS MAJOR RESPONSIBILITIES FOR A DIRECTOR
Fiscal Management Responsible for business operations of library
Planning Maintain planning cycle, develop shared vision
Personnel management and development Oversee human resources program, ensure
opportunities for development
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Community involvement and representing library Increase visibility of library, represent
library to external and internal community, maintain productive relationships with consortia and networks, develop and foster partnerships, work collaboratively with the above groups
Fund-raising Be involved in fund-raising efforts and in
exploring alternate funding sources26
Program and service design, coordination, evaluation ensure library materials and services meet the
needs of the community Plan and evaluate services and programs
(nurture the development of new programs and services/refine existing ones as needed)
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Management of Facilities and Technology Direct facilities projects and technology (in content of
Planning”) Ensure effective use and replacement of technology Plan and oversee maintenance and improvement of
library facilities and property Personal and Professional Development
allocate one’s time efficiently work on multiple tasks simultaneously respond appropriately and confidently to the demands
of work challenges when confronted with change, ambiguity, adversity, etc.
establish career goals that maximize personal productivity and fulfillment ant that build on strengths and minimize weaknesses
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MANAGEMENT VS. LEADERSHIP
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Provides order and consistency Planning &
budgeting Establish agendas Set timetables Allocate resources
Organizing & staffing Provide structure Make job placements Establish rules and
procedures
Produces change and Movement Establishing
direction Create a vision Clarify big picture Set strategies
Aligning people Communicate goals Seek commitment Build teams and
coalitions
MANAGEMENT VS. LEADERSHIP
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Controlling & problem solving Develop incentives Generate creative
solutions Take corrective action
Unidirectional authority relationship
low emotional involvement, limited options, reactive
Motivating & inspiring Inspire and energize Empower subordinates Satisfy unmet needs
Multidirectional influence relationship
Emotionally engaged and involved, expanded options, shaping ideas
LEADERSHIP =EMOTIONAL INTELLIGENCE Emotional intelligence is directly linked to
effective performance and it is
Managing the mood of the organization
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EMOTIONAL INTELLIGENCE
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Self-management
1.Self-awareness2.Self-regulation3.Motivation
Managing relationships with others
4.Empathy5.Social skills
EMOTIONAL INTELLIGENCE (KEY QUESTIONS)
1. What part can be “trained?”2. What part comprises life experiences?3. What part is genetic predisposition?
Inherent in Learned/ cansomeone improve
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IS THERE A LEADERSHIP CRISIS AT DIRECTOR’S LEVEL?
Not yet, but ….How well can we
prepare the next generation?
Where (and how thoroughly gain) attributes?
How much of leadership is someone born with? How much can truly be learned?
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KEY READINGS Peter Hernon, Ronald R. Powell, and Arthur P.
Young, “University Library Directors in the Association of Research Libraries: The Next Generation…:”Part one: College & Research Libraries 62
(March 2001)Part two: College & Research Libraries 63
(January 2002
Also The Next Library Leadership: Attributes of Academic and Public Library Directors, by Hernon, Powell, and Young (Libraries Unlimited, 2003); also “Academic Library Directors: What Do They Do?,” College & Research Libraries (November 2004).
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DISCUSS
Hernon, P., Powell, R. R., & Young, A. P. (2004, November). Academic library directors: What do they do? College & Research Libraries, 65.--Do you aspire to be a library director?
--Does one of those directors highlighted in the article appeal to you? --Comments on external versus internal
role of director 36