The central role of leaders in public libraries

Relationship between job involvement, leader-member exchange, and innovative behavior of public librarians

Public library leaders require librarians to exhibit markedly high job involvement and notably innovative behaviors to maintain pace with rapidly varying environments. The study examined the relationships between the job involvement, leader–member exchange, and innovative behavior of public librarians through structural equation modeling. The finding identified the antecedents (job involvement and leader–member exchange ) of innovation behavior. Leader–member exchange was a significant moderator of the job involvement–innovative behavior relationship. The findings can enhance understanding of these relationships in the public library context. Finally, the study provided suggestions for leaders within the librarianship profession to develop for themselves and their subordinates.

Emotional intelligent leadership

Purpose

The purpose of this paper is to report on a study concerning what emotional intelligence (EI) leadership attributes branch managers in the public library service in Northern Ireland (Libraries NI) consider to be most important.

Design/methodology/approach

The methodology in the study involved a survey of all branch managers in Libraries NI – an online questionnaire containing quantitative and qualitative questions was sent to 104 branch managers. Goleman's Emotional Competence Inventory (ECI) was used to examine what attributes and skills were considered to be more important.

Findings

The study found that while EI was a new concept to the majority of respondents, they were valuing and demonstrating EI attributes and traits in their work. The top five leadership attributes were: communication; teamwork and collaboration; adaptability; integrity/trustworthiness; and organisational awareness. Likert‐scale questions showed that being able to empathise with staff was considered to be important, and open‐ended questions demonstrated that the branch managers recognised the importance of self‐awareness and that recognising emotions in staff was an important management trait.

Research limitations/implications

This study provides insight into the perceptions and practices of EI leadership within a public library setting and contributes to the research literature on the relevance of EI leadership for library management. It provides valuable comparative data for similar research undertaken elsewhere. Specific recommendations for further research into EI leadership and public libraries are also made.

Practical implications

The paper shows how the findings can be used to improve practice. Three specific frameworks are proposed which can be applied in the workplace: an Emotional Intelligence Leadership Skills Competency Framework for Branch Managers, which lists the personal and social competencies for branch managers in public libraries; suggestions for applying EI to leadership/management and staff development; and suggestions for applying EI to customer relations.

Originality/value

This study analyses for the first time EI leadership in a public library setting in Northern Ireland, and contributes to the emergent literature on EI and library leadership. The EI Leadership Skills Competency Framework for Branch Managers that is developed from this study can be applied, tested and used within and beyond the Northern Ireland public library setting in which it was conceived.

Exemplary public library branch managers: their characteristics and effectiveness

Purpose

The purpose of this paper is to revisit a study that identifies the characteristics that contribute to perceptions by local politicians, library board members, library leaders and colleagues of what makes a public library branch manager “exemplary”.

Design/methodology/approach

The paper is an in‐depth study that draws upon a survey questionnaire and 120 interviews with multiple stakeholders, supervisors, peers and branch managers from two large public library systems in the Greater Vancouver (British Columbia, Canada) area and peer members of the Ontario (Canada) Library Association. Branch managers also completed the Myers‐Briggs Type Indicator assessment instrument for personality type and temperament profiling.

Findings

Survey results collectively described the exemplary branch manager as a flexible individual with best‐practice management know‐how and the emotional intelligence needed to motivate and bring others along. The exemplary branch manager has a strong tendency toward extraverted behaviors.

Practical implications

Knowledge can be leveraged to improve graduate school curriculum, career planning, recruitment, and staff training and development to enhance the effectiveness of public library branch managers as perceived by community and library leaders.

Originality/value

The paper provides perceptual, behavioral and psychometric evidence that incorporates perspectives of community leaders, colleagues and staff needed to identify core competencies for public library branch managers.