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