Leading Libraries: How to Create a Service Culture

Leading Libraries: How to Create a Service Culture

Language: English

Pages: 192

ISBN: 0838913121

Format: PDF / Kindle (mobi) / ePub


Quality leadership is integral to the very future of our profession. And it doesn't only come from the top down. Effective leadership is customer-focused and collaborative, fostering a service culture that invites the involvement of individuals in every part and at every level of the organization, as the authors persuasively demonstrate in this practical new book. Drawing from case studies as well as the literature of business and social sciences, the authors provide guidance on how to apply the values of service leadership to both public and academic libraries. Through the use of examples, exercises, and tools for development, this book walks readers through the steps needed to create a sustainable, service-oriented model by

  • Explaining how a service culture reaches beyond the individual leader with positional authority and extends to all individuals
  • Showing ways to build rapport and trust within an organization, and how to balance encouragement with accountability
  • Detailing strategic thinking and planning methods that will lead to improvements in customer service, human resources, organizational development, and training
  • Helping library leaders create a sustainable service culture through codifying their organization's values, with advice on policies and procedures such as recruitment, performance evaluation, compensation, and succession planning
  • Discussing the environment of change in libraries, showing how a library's organizational culture is at the center of being responsive and staying relevant

This valuable resource gathers the principles and best practices of leadership, and points the way towards creating a service culture that makes every staff member a library leader.

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organizational effort to failure either because important details or concerns were ignored or because those who were charged with actually executing the service were not invested in it. The turnaround time for this project was short, but Sara made the time to host a forum for anyone interested. This generated a lot of interest from people who would help provide the service as well as others in the library whom Sara had not anticipated would care. One of the outcomes of the forum, generated by the

listening to what is being said and what is not being said and if individuals feel that the service leader is approachable. By listening to others, a service leader is effective and “can move organizations from current to future states, create visions of potential opportunities for organizations, instill within employees commitment to change, and instill new cultures and strategies in organizations that mobilize and focus energy and resources.”6 However, to achieve these outcomes, the efforts

that “the salient value of the innovator is venturesomeness, due to a desire for the rash, the daring, and the risky. The innovator must also be willing to accept an occasional setback.”31 In other words, risk—the questioning of the status quo, the examination and conjecture on how to improve a process or product, the creation of something entirely new—is practically a requirement for innovation to occur. It is a truism that people fear change. This is Innovation and Evolving Service  |  85

fiscal constraints and where these constraints are affecting performance. d.  List other areas that need improvement. e.  List what your library patrons would like to see changed in the library. f.   List all the things your library could do if it had the proper funding. g.  List all the things your library could do if it took advantage of current technologies and advancements. h.  List how your strengths could help achieve the opportunities listed above. i.   List what could be and what

values. This is particularly true in a public service organization, where the focus is on the public good and the values of the organization reflect that purpose. In public service organizations, service is obviously the defining value. However, it is curious that such an organization may limit its service ethic to the public and treat its 109 110 | Chapter Eight employees as something less, as collegiality that is not a service in itself. This says something about the organization that is not

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