Library Leadership and Management
图书馆领导与管理
Paula Kaufman
波拉 考夫曼
2011
Leadership
领导力
Doesn’t rest on a title
不只是一个头衔
领导之艺术
管理之学问
Leadership vs Management
领导力与管理力
Leadership – directly and indirectly
influencing people to cause change
 Management – effective utilization
of resources to achieve
organizational goals
 领导力：直接或间接地通过影响人
而引发改变
 管理力：有效利用资源实现组织目
标

Think About Library Leaders and
Managers You Know
反思你所了解的图书馆领导人员
What attributes did they have?他们有什么
特点？
 What did they do that you admire?你认可他
们做的什么？
 What did they not do or do badly?他们忽略
了什么？在哪些方面做的
不够好？

Politics职场政治
 Always
present 始终存
在
 Rarely understood fully
鲜少充分理解
Seasoned Leaders Say:
资深的领导人如是说：
Fundamental change is more likely through
effective leadership than management
重大改变一般都是来自
有效的领导而非管理
Seasoned Leaders Say:
资深的领导如是说：
Effective leadership can change
the culture of an organization,
management cannot
改变团队文化的是有效
的领导力而非管理
Seasoned Leaders Say:
资深的领导如是说
Effective leadership is based on
values
价值观是有效的领导力
的根基
Seasoned Leaders Say：
资深的领导如是说
What makes you successful is how you
treat people
成功来自于待人的方法
Leaders instill in their staff
hope for success and belief in
themselves. Positive leaders
empower people to
accomplish their goals
领导者带给员工自信心和对
成功的希望. 正面的领导者
能激励员工去实现目标
愿景
使命
价值观
Vision 愿景
 Key
to an organization
thriving in the future
一个组织繁荣发展的关键所
在
Shared Vision
共同的愿景

Leader’s responsibility is to build a shared vision,
which requires领导者的责任就是树立一个组织
共同的愿景,这就要求:
 Articulating a vision 清晰地阐述这个愿景
 Listening to input from staff and others 细致地听
取员工的意见和反馈
 Reshaping and restating vision based on input
在员工意见的基础上修改和调整这个愿景
Mission 使命
Central to the life of the institution一
个组织的核心生命力
 Enhance institution’s mission by
providing and stewarding collections
and content and by offering a wide
array of services

通过组织管理馆藏，提供广泛的服务来
加强使命感
Typical U.S. Academic Library’s Mission
典型美国学术型图书馆的使命
Enhance institution’s goals 强化学院的目标
 Ensure unfettered access to information 确
保最开放的信息渠道
 Provide expertise 提供专门知识
 Be an information and knowledge broker 成
为信息和知识的经理人

Values 价值观
Kinds of standards of behavior used to
realize vision and fulfill mission 实现愿景，
完成使命的行为标准
 Basis of guidelines and expectations of
employee behavior员工的行为准则

Samples of A Library’s Values
图书馆价值观实例
Excellence in everything we do 精通业务
 Be a nimble and adaptive organization
做一个灵敏而有适应性的组织
 Provide services that advance users’
endeavors 提供服务为用户助一臂之力

Sample of Librarians’ Personal and
Institutional Value
图书馆员个人价值和组织价值实例
Protect users’ privacy and freedom of
thought and expression
 保护用户的隐私及思考和表达自由

“
用长久的自由去换取
暂时的安全的人,既不
配拥有自由也不配拥
有安全.
-- 本杰明 弗兰克林
Balance Security with Liberty
平衡安全与自由
别监视我
Leading Any Organization
领导一个组织
Learn and understand the culture of the
institution and the library
 Understand the values of the institution and
the Library

了解该组织/图书馆的文化
 理解该组织/图书馆的价值观

Leadership Challenges
领导力的挑战





Effectiveness and
relevancy
Territoriality
Morale
Financial resources
Political position
 效率和相关性
 范围
 民心
 资金
 政治环境
Importance of Organizational
Structure组织结构的重要性
Clarifies reporting
relationships
 Establishes authority
 Facilitates
communication
 Sets basis for change
processes

 责任制明确
 确立权威
 交流畅通
 改革的基础
Know Yourself
自我认识
你为何受命该职位?
 你是如何做决定的?
 你的强项是什么?
 你最担心什么?
 你怎样定义成功?
 你怎样自我调整，保持
精神饱满？







Why did you take the
position?
What is your decision
style?
What are your strengths?
What do you fear most?
How will you measure
success?
How will you stay fresh?
ATTITUDE MATTERS
态度的重要性

Positive, supportive, empowering – share information and
engender trust

Reduce conflict and competition by role modeling respect

Communicate values and principles that characterize how
you will function through examples
积极正面，鼓励性，增加自主权 --- 信息共享，互
相信任
 合理分工，减少冲突与竞争
 通过实例和同仁交流你的行事准则

ATTITUDE MATTERS
态度的重要性

Distinguish criticism from critical analysis - “blame and
complain”

Don’t overreact – people have opinions and different
personalities

Don’t put off difficult decisions

Rumors are important to understand and address
区别“批评”和“批评式分析”： “责备和抱怨”
 不要反应过激：每个人有不同的声音和个性
 不要拖延艰难的决定
 理解流言，处理留言

Articulate a Clear Vision
阐述清晰的愿景
 Identify barriers and facilitators for achieving the
vision
 Include key individuals that who will support
change
 Begin consensus building and unit refinements of
the vision
 Build shared vision with deliberate speed
 明确在实现愿景的过程中的有利和有碍因
素
 明确其中的关键人员
 尽快达成共识，统一愿景设计
 从容地建立起共同愿景
Articulate a Clear Vision
阐述清晰的愿景
 Reward behaviors that contribute to
achieving the vision/goals/values publicly
 Link individual goals to group goals
 Facilitate collaboration
 公开地褒奖为实现整体愿景/目标/价值的行为
 把个人目标和集体目标联系起来
 促进合作
Dealing With Resistors
协调不配合的人事

Spend time to understand their concerns

Define consensus clearly & make decisions transparent

Do not empower their position

Make true merit decisions
花时间去了解他们的顾虑
 明确共识，决定透明化
 不要赋予他们权力
 做出正确的决定

Two Important Keys to Success
成功的两个关键因素
 Maintain
an open mind
 Find a mentor
 思想开放
 良师导航
What is a Mentor?
何谓良师？
A mentor helps you
 Set long-term goals and short-term objectives
 Explore new directions to achieve goals
 Identify personal strengths and weaknesses
 Make career-worthy contacts and engagements
良师可以帮助你：
• 设定长期方略和短期目标
• 开拓新方法来达成目标
• 认识人事资源的强项与弱点
• 建立有职业价值的人际关系
Some Ways to Stay Fresh
保持与时俱进的方法
Read reports and other materials
 Talk with staff
 Familiarize yourself with institutional
processes
 Identify issues, aspirations, concerns,
perceptions

 阅读报告及其他材料
 与员工交流
 熟悉组织内部流程
 了解员工的问题，志向，顾虑和立场
A Leader is a Coach for all Staff
领导者是员工的教练
• Good staff are key to meeting
library’s goals
• Determine best ways to involve
staff in setting and meeting goals
• Measure performance objectively
against progress towards goals
• 优秀的员工是实现图书馆的
目标的关键
• 选择最好的办法使员工加入
到目标的设定和实现中来
• 在实现目标的过程中客观地
评价员工的表现
Encourage Leading From One’s Seat
鼓励自主领导






Leader’s job is to make employees feel
empowered
Leader makes sure it’s ok for employees to
fail
Employees must know their role and what
they’re accountable for
领导的工作是要让员工感到有权利
领导要确保员工是可以失败
员工要明白自己的职责
The Long Haul
任重道远
Talk to colleagues holding similar positions
 Try to be fully informed before making decisions and remain
transparent
 Remember what is said and what is heard might be different
 Suspend negative judgments as much as possible
 与员工站在同一立场上交谈




在了解全局的情况下作决定，并且做到透明性
谨记所说与所听常有出入
尽量停止负面判断
THE LONG HAUL
任重道远

Role model desired behaviors

Cultivate distributed leadership through influencing
others’ decisions

Don’t worry about who is getting credit – celebrate
together

Challenge yourself and others to “figure out a way to
get there”
表率行为
 影响同仁的决定，培养他人的领导力
 不论是谁的功劳，大家一起庆祝
 挑战自己和同仁们“找到一个办法达到目标”

THE LONG HAUL
任重道远
Distinguish temporary setbacks from the need to revise goals
 Communicate
 Encourage & support
 Revise methodologies & processes
Identify potential leaders and create plan to develop their
skills
区别暂时的挫折和修改目标的必要
交流
鼓励与支持
修改工作方法和工作流程
发现有领导潜力的同仁，创造机会去发展他们的才能
EVERYTHING IS INTERCONNECTED
事事相关








Management decisions are
financial decisions and vice
versa
Library services
Recruitment/retention
Fund-raising
管理决定就是财政决定，反之
亦然
图书馆服务
雇用新人
融资
Enjoy the Difference You Are Making!
享受你创造的新环境吧
Your Success as Leaders is Measured
by the Success of Others
领导者的成功由他的团队中其他人的成功来衡量
Create an environment that fosters achievement
创造一个可以缔造成就的团队氛围