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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.html8/22/2019 Library Leadership Presentation
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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