1. Library Leadership Your Way
2019 NASIG Pre-Conference
Jason Martin
Interim Dean, Walker Library, Middle Tennessee State University

2. Overview
Before we begin

3. Overview Defining Leadership. Leadership/Followership Process.
Leading Yourself.
Leading Others.
Leadership Practice.

4. Overview Based on my book Library Leadership Your Way.
To be published in July by ALA.
First time presenting in a workshop.
Y’all get to be a test audience!

5. Overview
No one way to lead. Everyone has their own leadership style, approach, and practice.

6. Getting Started
What is leadership?

7. Defining Leadership No lack of definitions of leadership.
One of the weaknesses of the leadership field.
How do you define leadership?
Take 10 minutes to think about and write your own definition of leadership.

8. Defining Leadership Let’s share our definitions.
What do these definitions have in common?

9. Defining Leadership
Leadership is influencing followers through the creation and managing of organizational meaning, building and maintaining relationships, and the consistent demonstration of professional and managerial competence.

10. Leadership Theory What is your theory of leadership?
How does a leader live out your definition of leadership?
What are the skills and abilities they would need?
How would they act and behave?

11. Leadership Theory Let’s share our theories.
What are some commonalities?

12. Leadership Theory Visionary Strong Communicator Change Agent
Inter and Intrapersonal Skills
Trustworthy
Role Model
Competent & Experienced Librarian

13. The Leadership/Followership Process
Leaders, followers, and organizational culture influencing each other.

14. Leadership/Followership Process
Leaders are only one part of an organization.
Followers and organizational culture are forces within an organization.
All three influence each other and act with or against each other.

15. Leadership/Followership Process
Leadership is about influencing people (followers) to complete work (mission) that moves the organization towards meeting its goals (vision).
Problem of substitution.
“Leadership may be considered as the process (act) of influencing the activities of an organized group in its efforts toward goal setting and goal achievement.”--Ralph Stogdill

16. Leadership/Followership Process

17. The Romance of Leadership
Humans are meaning making creatures.
Leadership is the default reason for organizational success and failure.
Devalues organizational culture.
Does not include followers.
Existential crisis.

18. The Romance of Leadership
Reflect on the romance of leadership.
How has it affected you as a leader?
Reflect on followers and organizational culture.
How does your definition and theory of leadership account for followers and organizational culture?
Take 15 minutes to complete the reflection in your handout.

19. Leading Yourself
Purpose, focus, and love of the craft

20. Purpose
You have to have a leadership purpose, the overriding reason why you are doing this.
Based on values.
Take 10 minutes to reflect on your personal and professional values.

21. Purpose Leadership purpose. Live it every day.
Narrows options and guides choices.
What is your leadership purpose?
Take 10 minutes to reflect on your purpose.
Do we want to share?

22. Focus Focus is the difference between Average and Good.
Good and Great.
Focus on current work.
Focus on big picture.

23. Focus Challenge! Eliminate distractions. Delegate duties.
Empower others.

24. The Love of the Craft If you do not love it, then you cannot lead it.
True nexus of great leadership is being good at it and enjoying it.
Take minutes to reflect on what you
Like and dislike about leadership.
Like and dislike about librarianship.

25. Leading Others
Leadership theories and philosophies

26. Leading Others Relate to others. Build relationships.
Mission and vision.
Must be shared.
Model the Way.
Model the values and behaviors you want to see in your library.

27. Leading Others Challenge!
When you go back to your library, do the following.
Think of ways you can develop a “People first, mission always” mindset. Put it into practice.
Reflect on how well your department or library’s decisions are guided by its mission and vision.
What does your behavior, body language, facial expressions, way of dress, etc. say to others?
What values are you modeling? Do you want others to display those values?

28. Theory X, Theory Y, and Theory Z
People do not like to work.
Must be closely monitored.
Extrinsically motivated.
Hard Theory X, big stick.
Soft Theory X, little carrot.

29. Theory X, Theory Y, and Theory Z
People find significance in their work.
Will work up to standards set for them.
Intrinsically motivated.
Theory Y leaders are more democratic and participative.

30. Theory X, Theory Y, and Theory Z
Leaders provide job stability and look after follower well-being.
Followers are loyal.
Affective commitment.
At the center is organizational culture.
Developed from Japanese organizations.

31. Contingency and Situational Leadership
Contingency Leadership
Not all leaders are right for all situations.
A leader must be the right fit.
Task and Relations Leaders.
72% of leaders high in both were considered great.
<1% of leaders are high in both.
An organization needs different leaders at different time.
Culture plays a large role.
Difficult to change.

32. Contingency and Situational Leadership
Adapt leadership style to follower’s ability.
Technical competence and understanding of others.
Assign tasks based on ability and experience.
Job complexity and satisfaction.
Strengths and shortcomings of Contingency and Situational Leadership?

33. Leader-Member Exchange (LMX)
Better relationships lead to better interactions which lead to better organizational outcomes.
Small organizations.
Relationships with everyone.
Large organizations.
Choose with whom to have relationships.

34. Leader-Member Exchange (LMX)
In group.
Greater performance.
Leadership development.
Out group.
Minimum performance.
Strengths and shortcomings of LMX?

35. Leadership Theories and Philosophies
Take some time to reflect in your handout about what you like and could use from each theory so far.

36. Transformational Leadership
Leadership spectrum.
Laissez-Faire
Transactional
Transformational

37. Transformational Leadership
Four I’s
Idealized Influence - act as role model.
Inspirational Motivation - provide meaning to the work of the organization.
Intellectual Stimulation - encourage creativity..
Individualized Consideration - provide mentoring
Strengths and shortcomings of Transformational Leadership?

38. Emotional Intelligence
Peter Salovey and John Mayer defined emotional intelligence as, “the subset of social intelligence that involves the ability to monitor one’s own and others’ feelings and emotions, to discriminate among them and to use this information to guide one’s thinking and actions.”

39. Emotional Intelligence
SELF
OTHERS
AWARENESS
(RECOGNITION)
Self-Awareness
Understand emotions
Strong values and know who they are as a leader
Open, confident, and self-accepting
Introspection
Social Awareness
Empathy
Higher empathy = better leadership
Considering emotions when making decisions
Work to understand others
MANAGEMENT
(REGULATION)
Self-Management
Self-control
Work-life balance
Long-term achievement
Be mindful
Relationship Management
Having relationships
Influence and inspiration
Communication
Be open and curious

40. Leadership Theories and Philosophies
Take some time to reflect in your handout about what you like and could use from each theory so far.

41. Authentic Leadership Not well-defined.
Dependence and reliance on typologies may hinder the development of authentic leadership.

42. Authentic Leadership Bill George defines authentic leaders as
Purpose-driven
Values-centered
Compassionate
Relationship builders
Self-disciplined
Strong service ethic
Daniel Goleman defines being authentic as being “the same person to others as you are to yourself.”
Strengths and shortcomings of Authentic Leadership?

43. Servant Leadership Robert Greenleaf
“The servant-leader is servant first. It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead.”
The test of a servant-leader: “Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society? Will they benefit or at least not be further deprived?”

44. Servant Leadership A servant-leader: Has a vision and creates trust
Listens first
Empathizes, but does not accept poor performance
“Has a sense for the unknowable and be able to foresee the unforeseeable.”
Foresight: “thinks of now as a moving concept in which past, present moment, and future are one organic unity.”
Open and aware
Persuasive (the followers voluntarily accepting the leader)
Builds Community
Strengths and shortcomings of Servant Leadership?

45. Leadership Theories and Philosophies
Take some time to reflect in your handout about what you like and could use from each philosophy so far.

46. A Leadership Practice
Setting goals and getting better

47. Leadership Practice Let’s revisit our definitions of leadership.
Are there concepts from this workshop we want to add?
What about our definitions would change?
What is your leadership Unique Selling Proposition?
What do you do different from other leaders? Why should someone hire you over another?

48. Leadership Practice What are your leadership goals? Make ‘em big!
What can you do to become a better leader?

49. Leadership Practice Challenge!
Based on what we have done today, develop a plan and put it into practice.
What do you want to do?
Timeline
Assessment/Feedback
Reflection

50. The End Congratulations! Questions? E-Mail: jason.martin@mtsu.edu
Website: drjasonmartin.info