Library Leadership Presentation

8/22/2019 Library Leadership Presentation

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LEADERSHIP STATEMENTJeremiah Hall . LIS581 . 2/12/2013


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Leadership What is it?

Leadership is less about your needs, andmore about the needs of the people and the

organization you are leading (Wall Street Journal,2009).

Leadership is not negative; its a positive

force and vital tosuccess (Rooks, 2011, p. 14).

To bring change, leaders must ushermovement through a cycle of awareness,

action and results(Farrington, 2009, p. 8)


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Leadership vs. Management

Kotterman describes management as the

delegation of tasks, micromanaging,planning

and setting up organizational controls and

processes, while leadership is about long-

range goals, direction and vision or the less

tangible elements of an organization(2006, p. 15).

Leadership is not the same asmanagement - an important

distinction in making my personal

leadership statement.


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Leadership StylesIn business literature there exists numerous

leadership styles, but here are some generally

agreed upon styles:

Dominant/ControllerPromotive

Supportive/Facilitative

Analytical

(From Bergfeld inFarrington, 2009, p. 8)

Commanding

Visionary

DemocraticCoaching

Affiliative

Pacesetting(Wall Street Journal, 2009)

Transformational vs. Transactional(Politis, 2001, p. 356)


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My Leadership Style

My personal leadership style is bestdescribed as transformational.

This is compatible with promotive,

democratic, coaching and visionaryleadership styles.

The values these styles share focus on

excelling at vision and mobilizingresources and people to succeed (Farrington,

2009, p. 8).


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My Leadership Style

Transformational leadership provides a wayto move people towards ashared dream

(Wall Street Journal, 2009) which relates tovisionary leadership.

Transformational leadership also values the

roles that individuals have within the

organization, which is important todemocratic ideals where followers opinions

and views help drive the direction and vision.


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Transformational LeadershipFrom:http://www.devel

opmentsolutions.org.uk/articles/Transformati

onal-leadership.html
http://www.developmentsolutions.org.uk/articles/Transformational-leadership.htmlhttp://www.developmentsolutions.org.uk/articles/Transformational-leadership.htmlhttp://www.developmentsolutions.org.uk/articles/Transformational-leadership.htmlhttp://www.developmentsolutions.org.uk/articles/Transformational-leadership.htmlhttp://www.developmentsolutions.org.uk/articles/Transformational-leadership.htmlhttp://www.developmentsolutions.org.uk/articles/Transformational-leadership.htmlhttp://www.developmentsolutions.org.uk/articles/Transformational-leadership.htmlhttp://www.developmentsolutions.org.uk/articles/Transformational-leadership.htmlhttp://www.developmentsolutions.org.uk/articles/Transformational-leadership.htmlhttp://www.developmentsolutions.org.uk/articles/Transformational-leadership.htmlhttp://www.developmentsolutions.org.uk/articles/Transformational-leadership.html


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Values and Strengths

Transformational leaders are:

Charismaticthey instill pride, faith and

respect (Politis, 2001, p. 356)

Intellectually Stimulating they push

followers to think in new ways (Politis, 2001, p.357)

Promotivethey capitalize their strengthsin bringing people on board with big ideas(Farrington, 2009, p. 8)


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Transformational Vision

Transformational leadership inspiresfollowers to exceed their own self-interest for

the good of the organization (Politis, 2001, p. 356).

In combining vision with a charismaticleader, it integrates task-oriented leadership

and people-oriented leadership, so people

will perform tasks because they are happy

toas they are inspired by the vision of the

organization and its leader(IABMP, n.d.).


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My Strengths & Values

I have the ability to look at the biggerpicture and help others to share in my visionand goals.

I am good at delegating while respectingeach individuals interests to enhancestimulation (Politis, 2001, p. 356).

Humor is another strength that I posses

which can be used in leadership to diffusesituations and overcome difficulties (Holmes &Marra, 2006, p. 124).


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My Strengths & Values

I see value of followers ideas as part ofdemocratically transforming an organization.

The ability to coach is another strength I

have, which is important for engaging staff tohelp them work towards their highest levels

of excellence through

support, mentoring, and

counseling (Macmillian, 2011,

p. 2).


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Conflicting Leadership Styles

Transactional leadership, while not entirelyopposing, is more concerned with

contingent reward where followers benefit

from close direction. Also this style is less

concerned about vision and setting goals

(Politis, 2001, p. 357).

Commanding or dominant leadership is

conflicting because of its militaristic style of

employing criticism that can undermine

morale (Wall Street Journal, 2009).


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Conflicting Leadership Styles

Supportive or facilitative leadership stylescan also be seen as conflicting as those

styles are more concerned with harmony in

the group and consensus (Farrington, 2009, p. 8)

than leading through shared vision and a

charismatic leader.

Leaders should lead, not command.

Then staff want to follow because they

believe in the leader, not because [they

are] are obligated (Rooks, 2011, p. 14).


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Transformational - Weaknesses

Transformational leadership requires adynamic charismatic leader which is more

of an extreme personality than a common

trait for most managers (Rooks, 2011, p. 15).

Transformational leadership is more

proactive and less reactive, which can be

difficult when directed action is required by

an organization - particularly in crisis

management (Wall Street Journal, 2009).


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My Weaknesses

I am not as charismatic as I should bealthough most of us do fall between quiet

leaders and highly charismatic ones (Rooks,

2011, p. 15).

I tend to dominate the vision of groups I work

with and underutilize democratic processes

for setting goals and direction.

I am not as proficient in interpersonal

communication skills as I should be.


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5-Year Outlook & Plan

To help my development as a transformationalleader over the next five years I plan to:

Lessen dictatorial tendencies especially in

regards to adhering to the vision I have inmind.

Become a better communicator to engendermore unified support for a shared vision.

Strengthen my ability to coach andencourage my colleagues.


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5-Year Outlook & Plan

Increase my awareness of what others bringto the table in terms of skills, ideas and

knowledge.

Build on compatible leadership styles toenhance and encourage transformation.

Libraries are in desperate need of

transformational leadership consideringthe current economy and information

saturated marketplace.


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References

Farrington, E. L. (2009). Developing your own personal brand ofleadership. Women in Higher Education, 18(10), 8-9.

Holmes, J. & Marra, M. (2006). Humor and leadership style. Humor

19(2), 119-138.

IABMP(International Association of Business and Management

Practitioners). (n.d.). The advantages of visionary leadership in

organizations. Retrieved from

http://iabmp.org/the-advantages-of-visionary-leadership-in-

organizations

Kotterman, J. (2006). In my viewLeadership versus management:

Whats the difference?. Journal for Quality & Participation, 29(2),

13-17.Leadership Styles. (2009, April 9). Wall Street Journal, retrieved from

http://guides.wsj.com/management/developing-a-leadership-style/

how-to-develop-a-leadership-style/


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References

Macmillan, M. (2011).A coach approach to staff engagement.Partnership: the Canadian Journal of Library and Information

Practice and Research, 6(2), 1-9. Women in Higher Education, 18

(10), 8-9.

Politis, J. D. (2001). The relationship of various leadership styles to

knowledge management. Leadership & Organization Development

Journal, 22(8), 354-364.

Rooks, D. C. (2011). Leadership: Some Personal Thoughts. Texas

Library Journal, 87(1), 14-16.


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Image Credits

Title Page: http://www.smu.edu/Lyle/undergrad/hcel

Slide 3:

http://seekingsharedlearning.blogspot.com/2012/09/leadership-and-

management.html

Slide 6 (bottom right):http://www.ctpsych.org/about/Pages/Leadership.aspx

Slide 11:

http://online.wsj.com/article/SB1000142405270230364010457743963

2010820526.html
http://www.smu.edu/Lyle/undergrad/hcelhttp://seekingsharedlearning.blogspot.com/2012/09/leadership-and-management.htmlhttp://seekingsharedlearning.blogspot.com/2012/09/leadership-and-management.htmlhttp://www.ctpsych.org/about/Pages/Leadership.aspxhttp://online.wsj.com/article/SB10001424052702303640104577439632010820526.htmlhttp://online.wsj.com/article/SB10001424052702303640104577439632010820526.htmlhttp://online.wsj.com/article/SB10001424052702303640104577439632010820526.htmlhttp://online.wsj.com/article/SB10001424052702303640104577439632010820526.htmlhttp://www.ctpsych.org/about/Pages/Leadership.aspxhttp://www.ctpsych.org/about/Pages/Leadership.aspxhttp://seekingsharedlearning.blogspot.com/2012/09/leadership-and-management.htmlhttp://seekingsharedlearning.blogspot.com/2012/09/leadership-and-management.htmlhttp://seekingsharedlearning.blogspot.com/2012/09/leadership-and-management.htmlhttp://seekingsharedlearning.blogspot.com/2012/09/leadership-and-management.htmlhttp://seekingsharedlearning.blogspot.com/2012/09/leadership-and-management.htmlhttp://www.smu.edu/Lyle/undergrad/hcelhttp://www.smu.edu/Lyle/undergrad/hcelhttp://www.smu.edu/Lyle/undergrad/hcel

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Library Leadership Presentation