By the end of the lesson you should be able to: Examine the concept of management Determine what defines a leader

1. OKIKI, O. Chris (Ph.D)
Head, Automation Unit
University of Lagos Library
University of Lagos
Akoka, Lagos
cokiki@unilag.edu.ng, chrisokiki2009@yahoo.com

2. By the end of the lesson you should be able to:
Examine the concept of management
Determine what defines a leader
Understand your style as a leader
Develop strategies to lead with greater
effectiveness
 Choose an effective leadership style

3.  How members of the external environment
view the effectiveness of library leaders
 What changes in the organizational domain of
the library relate to the effectiveness ratings
of the library leader
 What activities effective library leaders
perform in their relations with the library’s
external environment

4.  What is Management?
 “the exercise of responsibility for the
effective use of the human, financial and
other resources available to meet an
organization’s objectives”.

5.  Vision
 Time management
 Effective Communication
 Public Relations
 Self-knowledge

6.  “ like swimming, cannot be learnt by reading
about it.” Henry Mintzberg
 So, it would be difficult to teach you to
become managers, but I can’t teach you to be
leaders!

7.  Leadership –Leadership – directly anddirectly and
indirectly influencingindirectly influencing
people to cause changepeople to cause change
 Management –Management –effectiveeffective
utilization of resources toutilization of resources to
achieve organizational goalsachieve organizational goals

8.  Managers think incrementally
 Leaders think radically “
 Managers do things right, while
 Leaders do the right thing” (Pascale)
 Managers follow the rules; Leaders follow their intuition
 Leaders stand out by being different.
 They question assumptions and are suspicious of tradition.
 They seek out truth and make decisions based on fact not
prejudice
 Leaders are observant and sensitive people.They know their
team and develop mutual confidence within it (Fenton)

9.  Influence
 Integrity
 Inspiration
 improvement

10.  Managers dictate, leaders inspire
 Leaders lead by asking questions, not by
issuing instructions
 Leaders do strategy, managers do details

11.  “ Management is doing things right; leadership
is doing the right things.” Peter Drucker
 Are you a Leader or a Manager? OR BOTH!

12.  Leadership is an elusive concept. It is easier to
recognize than to describe in words.
 There is a concern on how to identify
potential leaders and provide training they
need to perform successfully.
 Managers should also be leaders, but leaders
need not be managers.
 Leaders are made and not born.

13.  1. Individual - leader is mentor, coach,
motivator.
 2. Group - leader focuses on team-building
and resolving conflict
 3. Leader builds an organizational culture
 Modern leadership is focused on human
relations and is not reserved for those at the
top and not about control or manipulation.

14.  Purpose, trust, optimism, action, and
results.
 They give staff freedom to do their job,
have a personal interest in them, and
have outgoing personalities.
 They let staff be innovators and allow
them to make mistakes along the way as
long as they are learning.

15.  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

16.  supervisor
 liaison
 environment monitor
 spokesperson
 entrepreneur
 resource allocator

17.  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

18.  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

19.  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
 reports of other units / offices

20.  planning and implementing changes in the
library
 initiating controlled change in the library
 solving problems by instituting needed
changes in the library

21.  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

22.  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

23.  describes a management situation: setting,
organization, people
 Case studies test our decision-making skills
and help us apply them to real situations
There is no right solution, a problem can be
solved in many ways
 In analysing, note the factors that influence the
situation in individuals, groups, and the
environment.
 Think of solutions and their likely results.

24.  Segun is frustrated that he wasn’t appointed as
deputy library director even he has worked
here longer than Ayo, who was chosen instead.
Charles, the library director, remains neutral.
Soon, Segun vs.Ayo is affecting everyone in the
library.

25.  Ayo should acknowledge Segun’s expected
frustration but propose they work together as
professional colleagues.
 Charles could have prevented this by talking
to Segun why they haven’t chosen him, based
on his performance and behavior.
 Segun must learn that advancement depends
on his responsibility for his own behavior.
 Charles can look for other ways to encourage
Segun

26.  Peter, the new head of the Serials, finds his
staff unresponsive to his requests for
suggestions. He learns that they have a silent
conflict with the librarians who take them for
granted.The staff feels that they don’t matter.
 How can Peter change that?

27.  Once on the job, the supervisor must work
on building rapport and trust.When asking for
input, explain consequences of ideas rejected
and accepted.
 A recognition program like “Employee of the
Month” and post articles and pictures of his
or her accomplishments.
 It is the librarians’ responsibility to bridge the
gap

28.  Juliet feels that the board is trying to take
over. Olive, a board member, hired an
unqualified applicant with no library
experience just because they were close.
 They don’t seem to follow policy. Another
board member wanted a friend’s collection to
be added to the library, unaware of donation
policies and required procedures.
 What must Juliet do?

29.  Juliet can contact a library association to help
conduct a training for board and staff, and
invite speakers such as a national librarian and
government official.
 The differences of the board, the director, and
the staff should be clear.
 Juliet is still a government employee who
needs to respond to community needs.
 She should communicate more with the local
government officials, her real bosses.

30.  Joan, a librarian in a library, has to solve the
problem of rude, unruly, and noisy library user.
 What strategy must she implement to reclaim
proper behavior?
 DISCUSS THIS

31.  You :
 your personality, knowledge, values, ethics, and
experiences.What will work?
 Them :
 different personalities and backgrounds of people
around you.The leadership style you use will vary
depending upon what they will respond best to.
 The organization:
 traditions, values, philosophy, and concerns of the
organization.

32.  There is a leadership crisis in society. In
government, education, corporations, and even
libraries, people are dissatisfied about leaders
and what kind of leadership they want.
 Few managers possess a clear vision of the
future and the knowledge of how to get from
here to there.

33.  What activities library leaders perform in
their relations with the library’s environment
to be effective
 How the effectiveness of the individual library
leaders are perceived by members of the
external environment
 What changes in the organizational domain of
the library relate to the effectiveness ratings
of the library leader

34.  “ like swimming, cannot be learnt by reading
about it.” Henry Mintzberg
 So,“if you ain’t got what it takes, you ain’t
gonna make it!”

35. Thank you for listening!