1. LIBRARY LEADERSHIP DIADOPSI DARI “LIBRARY LEADERSHIP” OLEH FE ANGELA M. VERZOSA Dra. Luki Wijayanti, M.Si 30 September 2013 Disampaikan dalam Seminar Nasional “Academic Library Leadership”

2. OBJECTIVES Determine what defines a leader Understand your style as a leader Develop strategies to lead with greater effectiveness Choose an effective leadership style

3. LEADERSHIP “ …like swimming, cannot be learnt by reading about it.” (Henry Mintzberg) So, I can teach you to become managers, but I can’t teach you to be leaders!

4. DISKUSI Mungkinkah mendefinisikan KEPEMIMPINAN dalam SATU kalimat.

12. INGREDIENTS OF AN EFFECTIVE MANAGER Leadership Vision Time management Effective Communication Public Relations Self-knowledge I am competent! Digital or traditional, I am great !

13. LEADERS VS. MANAGERS LEADERS Innovate focus on people inspire trust long-range view ask what & why look to the horizon originate challenge the status quo do the right thing MANAGERS administrate focus on systems & structures rely on control short-range view ask how & when look to the bottom line initiate accept the status quo do things right

26. LEADERSHIP IN THE LIBRARY

27. LIBRARY LEADERSHIP IMPLIES... Librarian seeks to influence members of the parent organization to provide resources to support expansion plans to accept the goals of the library as valid and thus deserving of support

28. KEPEMIMPINAN DI PERPUSTAKAAN Pustakawan harus mampu mempengaruhi seluruh staf dalam organisasi induknya untuk menyediakan seluruh sumberdaya yang dimiliki untuk membantu pengembangan perpustakaan, Pustakawan harus mampu meyakinkan bahwa tujuan yang hendak dicapai adalah sesuatu yang benar sehingga mendapatkan dukungan

32. SUPERVISOR ROLE directing the work of subordinates integrating subordinates’ goals with library’s goals and objectives allocating human resources to tasks evaluating subordinate job performance resolving conflicts between subordinates providing new staff with training

33. LIAISON ROLE attending social functions for contacts attending conferences and meetings representing the library at formal / social functions staying attuned to informal communication networks developing contacts with people outside

34. ENVIRONMENT MONITOR ROLE initiating new ideas for services and operations keeping up with professional trends/changes keeping up with technological developments scanning the environment for new opportunities to improve services/operations gathering information about users touring facilities to observe reading reports of other units / offices

35. ENTREPRENEUR ROLE planning and implementing changes in the library initiating controlled change in the library solving problems by instituting needed changes in the library

36. SPOKESPERSON ROLE serving as an expert or advising people outside the library keeping others informed of the library’s plans and programs answering letters or inquiries on behalf of the library serving on committees, representing the library

37. RESOURCE ALLOCATOR ROLE distributing budgeted resources preventing the loss of human or capital resources deciding which programs to provide resources to allocating equipment or materials obtaining adequate resources to administer library programs and build collections

39. Reputational effectiveness is developed thru … Years in managerial positions Libraries worked in Active involvement in continuing education Professional journals scanned / read Papers published / presented Association memberships University / school assignments

40. 3 CHANGES IN THE ORGANIZATIONAL DOMAIN Changes in physical facilities Introduction of major automation Introduction of revenue- generating activities

41. ENERGIZER enjoys a high reputation dynamic as : spokesperson entrepreneur resource allocator supervisor career development is rapid low on professional involvement

42. SUSTAINER enjoys a high reputation dynamic as : liaison entrepreneur resource allocator supervisor cautious in introducing changes in organization focused on providing stable & comfortable leadership

43. POLITICIAN enjoys a high visibility & therefore reputation dynamic only as entrepreneur active in professional and community involvement slow in introducing changes

44. RETIREE engages in limited leader activities held in low esteem by colleagues dynamic as resource allocator experiences little changes very high on professional involvement

52. TERIMA KASIH MAJU TERUS !