P HILOSOPHY OF MANAGEMENT AND LEADERSHIP San Jose State University School of Library and Information Science Professor Robert Boyd, LIBR 204 Hui Hua Li

W HAT IS MANAGEMENT ? art “Management, is the art of getting things done through People”(Evans & Ward,2007, p. 7).

W HAT DO MANAGERS DO ? Behavioral roles, such as: Negotiator Group spokesperson Planning Organizing Staffing Directing Coordinating Reporting Budgeting What do managers do? “The question actually contains two issues: management function and behavior” (Evans & Ward,2007, p. 8). Management function (Evans & Ward,2007, p. 8).

E FFECTIVE MANAGEMENT INVOLVE ? Manage People Managing diversity Staffing issues Marketing Branding Internal Marketing Manage Money Budgeting Securing funds Manage Technology E-leadership Electronic Resources Manage Facility Disaster management Planning for new places (Evans & Ward,2007)

W HAT IS LEADERSHIP ? Leadership- “A collaborative activity generating the opportunity for all members of an organization to engage in the vision and motivation of one another to meet the challenges of a continually changing operating environment ” ( Evans & Ward, 2007, p.330). “True leadership only exists if people follow when they have the freedom not to” ( Collins, 2005, p.13). In other words, the real power lies on leadership is their influence on followers who accomplish things without commanding.

F UNCTIONS OF LEADERSHIP Develops the vision Planner Problem solver The ultimate decision maker Example setter Controller of internal relations Team builder (Evans & Ward,2007)

W HAT ’ S THE DIFFERENCE BETWEEN A MANAGER AND A LEADER ? The manager… Administers Is a copy Maintains Accepts reality Focuses on systems and structure Relies on control Has a short-range view Asks how and when Eye on the bottom line Imitates Accepts the status quo Classic good soldier Does things right The Leader… Innovates Is an original Develops Investigates it Focuses on people Inspires trust Has a long-range view Asks what and why Eye on the horizon Originates Challenges it Own person Does the right thing (Evans & Ward,2007, p. 331)

C OLLIN ’ S L EVEL 5 L EADERSHIP Level 5 leaders are “ambitious first and foremost for the cause, the movement, the mission, the work—not themselves—and have the will to do whatever it take” (Collins, 2005, p. 11). Level 5 leaders put organizations’ interest on the top of self-interest. “The whole point of Level 5 is to make sure the right decisions happen,” which works best for organizations and customers (Collins, 2005, p. 11). Level 5 leadership concept mirrors the idea of “servant leadership.” Jones (2012) asserts servant leadership focuses on the development of followers. hiersrchy.png

M Y PHILOSOPHY OF LEADERSHIP & MANAGEMENT A good leader/manager should possess: Well-developed people skills and communication skills Team building skills: motivation, delegation Problem-solving skills: decision-making Adaptability to change: innovative, risk-taking (Evans & Ward,2007)

C OMMUNICATION Communication is key to management and leadership. Attitude counts when communicating: respect, friendly, and smile. Five key points for clear and effective communication : Know what to communicate Know who should communicate with whom Know who needs to know what Know how to time messages Know how to listen and read (Evans & Ward,2007, p. 290)

M OTIVATION Encourage Coaching Inspire No blaming, No ordering! 7Ew18/s400/decision-making.jpg Motivation can enhance employees’ morale at work. Coaching is an effective tool to encourage employees to learn and develop new skills (Macmillan, 2011 ). Inspiration can bring creativity and productivity.

D ECISION M AKING AAAEg/RdeuNkPOUXE/s1600/decision_making_process_flip_coi_ jpg Making-Strategies-590x400.jpg Decision Making is the process of making a decision after considering all the uncertainties. Decision Making involves risking- taking. A rational decision leads to success while a wrong decision leads to failures. “Understanding decision-making and problem-solving processes is a managerial asset” ( Evans & Ward, 2007, p. 142).

D ELEGATION “A climate of cooperation is developed, starting by delegating”( Evans & Ward, 2007, p. 349). “In the broadest sense, you can think of delegation as a form of time management tool for both yourself and the organization” (Evans & Ward, 2007, p. 198). “Employees who feel trusted are more likely to produce better work because they feel engaged” (Boule, 2008, p. 7). “Make sure the right people on the bus, the wrong people off the bus” ( Collins, 2007, p.34). Teamwork Time management Trust & Accountability Frist who

I NNOVATIVE How to adapt to the change is challenging for a leader in the radically changing environment. “Change is a managerial challenge” (Evans & Ward, 2007, p. 122). In order to survive in the digital age, a leader requires innovative thinking and competences, continuous learning and improvement. “Innovation is knowledge- intensive”(Evans & Ward, 2007, p. 122). (Evans & Ward,2007, p. 122)

R EMARKS While a manager is someone who plans, organizes, controls and coordinates, a leader is someone who creates vision, motivates and influences people to work together toward the long-lasting success of an organization(Kent, 2005). It is important to incorporate the concept of Level 5 leadership into philosophy of management and leadership since “our people are our greatest assets,” which is the heart of great managing (Harter & Wagner, 2006, p. 199). “Leadership is essentially a social process, and effective leaders have to connect with those around them” (Evans & Ward, 2007, p.342). A good leader leads directions, communicates effectively, respects others, makes rational decisions, builds teams, motivate others, fosters a learning environment, adapts to change and exhibits combination of personal humility and professional will (Evans & Ward, 2007; Collins, 2005). content/uploads/2013/04/managers-leaders.png

R EFERENCES Boule, M. (2008). Changing the way we work. Library Technology Reports, 44 (1), 6-9. Retrieved from /attachments/ /Changing the Way We Work.pdf /attachments/ /Changing the Way We Work.pdf Evans, G.E., & Ward, P.L. (2007). Management basics for information professionals (2 nd ed.). New York: Neal-Schumann Publishers, Inc. Collins, J. C. (2005). Good to great and the social sectors: A monograph to accompany good to great : why some companies make the leap... and others don't. Boulder, CO: Jim Collins. Harter, J.K. &Wagner, R. (2006) 12 the elements of great management. New York: Gallup Press Jones, D. (2012). Does servant leadership lead to greater customer focus and employee satisfaction? Business Studies Journal, 4, Kent, T. (2005). Leading and managing: It takes two to tango. Management Decision. 43(7/8), Macmillan, M. (2011). A “coach approach” to staff engagement. Partnership: the Canadian Journal of Library and Information Practice and Research, 6 (2) Retrieved from &site=ehost-live &site=ehost-live Image Sources: ip_coi_ jpg