LIBRARY LEADERSHIP

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Dra. Luki Wijayanti, M.Si30 September 2013

Disampaikan dalam Seminar Nasional “Academic Library Leadership”

OBJECTIVES

• Determine what defines a leader • Understand your style as a

leader • Develop strategies to lead with

greater effectiveness • Choose an effective leadership

style

LEADERSHIP

“ …like swimming, cannot be learnt by reading about it.”

(Henry Mintzberg) So, I can teach you to become managers, but I can’t teach

you to be leaders!

DISKUSI

Mungkinkah mendefinisikan

KEPEMIMPINAN dalam SATU kalimat.

INGREDIENTS OF AN EFFECTIVE MANAGER

• Leadership • Vision • Time management • Effective Communication • Public Relations • Self-knowledge

I am competent! Digital or traditional, I am great!

LEADERS VS. MANAGERS

L E A D E R S

Innovate

focus on people

inspire trust

long-range view

ask what & why

look to the horizon

originate

challenge the status quo

do the right thing

M A N A G E R S

administratefocus on systems &

structures

rely on control

short-range view

ask how & when

look to the bottom line

initiate

accept the status quo

do things right

LEADERSHIP IN THE LIBRARY

LIBRARY LEADERSHIP IMPLIES... Librarian seeks to influence

members of the parent organization to provide resources to support expansion plans to accept the goals of the library as valid and thus deserving of support

KEPEMIMPINAN DI PERPUSTAKAAN

Pustakawan harus mampu mempengaruhi seluruh staf dalam organisasi induknya untuk menyediakan seluruh sumberdaya yang dimiliki untuk membantu pengembangan perpustakaan,

Pustakawan harus mampu meyakinkan bahwa tujuan yang hendak dicapai adalah sesuatu yang benar sehingga mendapatkan dukungan

SUPERVISOR ROLE• directing the work of

subordinates• integrating subordinates’ goals

with library’s goals and objectives

• allocating human resources to tasks

• evaluating subordinate job performance

• resolving conflicts between subordinates

• providing new staff with training

LIAISON ROLE

• attending social functions for contacts

• attending conferences and meetings

• representing the library at formal / social functions

• staying attuned to informal communication networks

• developing contacts with people outside

ENVIRONMENT MONITOR ROLE • initiating new ideas for services and

operations • keeping up with professional trends/changes• keeping up with technological developments• scanning the environment for new

opportunities to improve services/operations• gathering information about users • touring facilities to observe reading reports

of other units / offices

ENTREPRENEUR ROLE

• planning and implementing changes in the library

• initiating controlled change in the library

• solving problems by instituting needed changes in the library

SPOKESPERSON ROLE

• serving as an expert or advising people outside the library

• keeping others informed of the library’s plans and programs

• answering letters or inquiries on behalf of the library

• serving on committees, • representing the library•

RESOURCE ALLOCATOR ROLE

• distributing budgeted resources • preventing the loss of human or

capital resources • deciding which programs to

provide resources to allocating equipment or materials

• obtaining adequate resources to administer library programs and build collections

Reputational effectiveness is developed thru …

Years in managerial positions

Libraries worked in Active involvement in continuing education

Professional journals scanned / read Papers published / presented Association memberships University / school assignments

3 CHANGES IN THE ORGANIZATIONAL DOMAIN

• Changes in physical facilities

• Introduction of major automation

• Introduction of revenue- generating activities

ENERGIZER

enjoys a high reputation dynamic as : spokesperson entrepreneur resource allocator supervisor career development is rapid low on professional involvement

SUSTAINER

enjoys a high reputation dynamic as : liaison entrepreneur resource allocator supervisor cautious in introducing changes in organization focused on providing stable & comfortable leadership

POLITICIAN

enjoys a high visibility & therefore reputation dynamic only as entrepreneur active in professional and community involvement slow in introducing changes

RETIREE

engages in limited leader activities held in low esteem by colleagues dynamic as resource allocator experiences little changes very high on professional involvement

TERIM

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KASIH

MAJU

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