the intangible and necessary something

leadership:

opening exercise: know your context

• Think about your favorite boss. Write down three traits you most admired in that person.

leadership is not management

leadership and management

• Management != Leadership

• Not all leaders are managers

• Not all managers are leaders

• Both are critically important

exercise step 2: know your context better

•The person you admired in step 1: Based on the traits you wrote down, were they a leader, or a manager, or both?

•Show of hands for each

•Large-group discussion of results

why leadership matters

so what?

facets of library leadership

•coherent approach to personnel

•strategic vision

•change management

•decision-making paradigms

•morale and attitude management

•external presentation and representation

exercise step 3: know yourself in the group

• this will be kept private.

• find the yellow sheet in your packet

• Individualism-collectivism inventory

• you will take the test, score your own, and are not obligated to share the results.

where do you land?

approaches to leadership

you can…

• lead from the middle or the top

• lead by words

• lead by doing

• lead by supporting others

• lead by creating the environment

• lead by recognizing others

who are you as a leader?

• Lots of formal theories of leadership.

• Not really relevant: You need to know yourself.

• Where are your strengths? Where are your weaknesses?

exercise step 4: know yourself as a leader

• this will be kept private.

• find the blue sheet in your packet

• transformational leadership inventory

• you will take the test, score your own, and are not obligated to share the results.

leadership

trust

Trust: it doesn’t matter how good you are if no one follows your lead.

• respect for institutional history

• compassion

• bravery

• coaching and mentoring

• winning one for the team

• acknowledging the team

• sharing information

• acting with integrity

• communicating with honesty

• fitting with existing values

• being fair

• consistency

radical transparency

how transparent is too transparent?

• what are you hiding, and do you know why?

• if you know why, is it a good reason, or fear?

• consider carefully and define the things that people actually DON’T need to know, rather than what they DO.

discussion and questions