Leading a successful Library
领导成功的图书馆
Dr. Qi Chen
Library Director-Argosy
University East
陈 琦 博士
美国阿格西大学
Outline 提要
What is leadership 什么是领导
 Librarians’ competency in 21st century
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图书馆员在21世纪的能力
Professional development 专业发展
21st century challenges 21世纪的挑战
 Staff review 员工表现评估
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What is a Leadership 领导
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Leadership - a process 领导是一个过程
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Leadership is not managing
Leaders carry out this process by applying
their leadership knowledge and skills
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Influence others to accomplish an objective
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领导通过运用他们的知识和技能的进行领导过程
影响他人完成目标
Direct the organization in a way that makes it
more cohesive and coherent

指导所在组织使它更具凝聚力和连贯力
Theory of Leadership 领导理论
Three basic theories that people become leaders (Bass, 1990).
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Trait Theory- -Personality may lead people naturally into
leadership roles.
 个性理论-个性可能导致人们自然地发挥领导作用
Great Events Theory - A crisis or important event may
cause a person to rise to the occasion, which brings out
extraordinary leadership qualities in an ordinary person.
 重大事件理论-危机或重要事件可能导致一个人挺身而出，带出在
一个普通的人非凡的领导才能。
Transformational/Process Leadership Theory - People can
choose to become leaders. People can learn leadership
skills.
 转换领导理论 -人们可以选择成为领袖。人们可以学习领导技巧
。
Laissez-faire – bureaucracy
自由放任-官僚主义
Avoid taking a stand 避免采取立场
 Ignore problems 忽略的问题
 Do not follow up 不跟进
 Refrain from intervening 不想干预
 They do not care 不在乎
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Laissez-faire – bureaucracy
自由放任-官僚主义
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Meetings without agenda, agree with whatever is said to
them, be influenced by the last person to speak to them
没有议程的会议，同意每个人说的。尤其是受最后一个人发言的
影响
Leads to dysfunctional conflict and a lack of achievement
导致功能失调的冲突， 缺乏成就
Subordinates are left to fend for themselves
下属自生自灭
Believe creativity, inspiration, help and support are
unnecessary
相信创意，灵感，帮助和支持是不必要的
result-alienation 结果-造成分化
Transactional leadership
交易型领导
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Management-by-exception and contingent reward, usually
set performance objectives/standards:管理按奖励定，通常设
定绩效目标/标准：
Two approaches 两种方法
 Passive: Waiting for problems to arise 被动等待出现的问题
 Reacting to errors 有错误才反应
 Intervening reluctantly 勉强干预
 Positive: 肯定方法论
 Monitoring for deviations and errors and correcting
them 监测偏差和纠正错误
 Enforcing rules and procedures 执行规则和程序
 Avoidance of initiation or risk-taking by followers
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避免风险采取的追随者
Transformational leadership
变革型领导
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More effective aspects of transactional leadership
and avoids its less effective and dysfunctional
aspect
 更有效的领导方式避免无效和不正常的方面
4
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components:四部分组成：
Individualized consideration 个性化的考虑
Intellectual simulation 激发智力发展
Inspiration 启示/鼓励
Charisma - Idealized influence
魅力-理想化的影响
Transformational Leadership
变革型领导
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Individualized consideration重视考虑个人
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Providing matching challenges 提供相应的挑战
Giving opportunities to learn 提供学习机会
Delegating 委派任务
Coaching and giving feedback 教练，并给予反馈
Empowerment of followers 让职员自身更强大
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Improve and development themselves 改进和发展自己
Let it go of the past 不计较过去
Make time to work with individuals who needs it 腾出时间帮
助他人的工作
Transformational Leadership
变革型领导
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Intellectual simulation激发智力发展
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Stimulate the intellect and imagination of the followers
激发职员的智力和想象力
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Encourage imagination and creativity 鼓励想象力和创造力
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Use and encourage intuition as well as logic
 使用，并鼓励直觉以及逻辑思维
Transformational Leadership
变革型领导
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Inspirational motivation 鼓舞人心
 Articulate exciting possibilities 利用令人振奋的机会
 Communicate clear and rational vision 明确合理的表达远见
 Align individual and organizational goals 把个人和组织目标
相联接
 Treat threats and problems a opportunities 把威胁和问题
看作机会，
Example:例如：
 “ I have a dream… “ -MLK我有一个梦想...“- MLK
 “Ask not what your country can do for you but ask what
you can do for your country’ - JFK不要问你的国家能为你做
，但要问你能为国家做' -肯尼迪
Transformational Leadership
变革型领导
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Idealized influence – charisma 理想化的影响
-魅力
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Express confidence in vision 对展望表示信心
Admire its qualities 尊重它的品质
Able to take full responsibility for actions 能够担负责任
Display a sense of purpose, persistence and trust in
other people
显示出对目标的持续性, 对它其他人的信任
Emphasize accomplishments not failure
注重成就，不注重失败
Leadership you experienced
你与到过的领导
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What type of leaders are you?
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Can you tell us what kind of leaders you like?
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你是这么样的领导?
你所喜欢的领导.
Name a leader or leaders that you have had?
Good or bad?
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你遇到过的好领导, 不好的领导.
BE, KNOW , DO
How to be a good leader?如何做领导?
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BE a professional: be loyal to the organization, perform selfless service,
take personal responsibility.专业化：忠于组织，执行无私的服务，承担个人责任
BE : Honesty, competence, candor, commitment, integrity, courage,
straightforwardness, imagination.是：诚信，能力，坦诚，承诺，正直，勇敢，
正直，想象力。
KNOW the four factors of leadership — follower, leader, communication,
situation. 懂得领导的四个因素- 职员，领导，沟通和局面。
KNOW yourself: strengths and weakness, knowledge, and skills.
认识你自己：优势与劣势，知识和技能。
KNOW human nature: human needs, emotions, and how people respond
to stress. 知道人类的本质：人的需要，情感，以及人们如何应对压力。
KNOW your job: be proficient and be able to train others in their tasks.
了解你的工作：精通并能培养他们的任务等。
KNOW your organization: where to go for help, its climate and culture,
who the unofficial leaders are. 知道您的组织：去哪里寻求帮助，它的气候和文化
，谁是非官方的领导人。
DO provide direction: goal setting, problem solving, decision making,
planning.确实提供了方向：目标设定，解决问题，决策，规划。
BE, KNOW , DO
To Be a Good Leader 如何做领导
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DO implement: communicating, coordinating, supervising,
evaluating. 执行：沟通，协调，监督，评价
DO motivate: develop morale and esprit de corps in the
organization, train, coach, counsel. 激励：发展的士气和团队精神， 培
训，教练队伍
KNOW your job: be proficient and be able to train others in their
tasks.了解你的工作：精通你的工作， 并能培养员工做的任务。
Earned respect, 赢得尊重
Have a clear sense of direction, by conveying a strong vision of the future.
有一个明确的方向感，表达强烈的未来远景。
Honorable, trusted, and ethical 尊敬，信任和道德
Not self-serving-present a good image to their seniors
不谋私利，呈现良好的形象
Be, Know, Do
To be a Good Leader 如何做领导
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Know yourself and seek self-improvement - continually strengthening
your attributes了解自己，并寻求自我提升-不断增强你的强项
Be technically proficient - must know your job and have a solid
familiarity with your employees‘ tasks. 在技术上精通- 必须知道你的工作，有一
个对员工任务的扎实的了解
Seek responsibility and take responsibility for your actions - Search
for ways to guide your organization to new heights. And when things go
wrong, they always do sooner or later — do not blame others. Analyze the
situation, take corrective action, and move on to the next challenge.
为自己的行为承担责任-搜索新方法来指导你的组织使之达到新的高度。当事情出错时
，不责怪别人。分析形势，采取纠正措施，迎接下一个挑战。
Make sound and timely decisions - Use good problem solving, decision
making, and planning tools. 做出正确和及时的决定- 使用良好的解决问题，决策
和规划工具
Set the example - Be a good role model for your employees. They must
not only hear what they are expected to do, but also see. We must
become the change we want to see - Mahatma Gandhi 树立榜样-为你的员工
树立好榜样。他们不仅要听见他们所应该做的，但也看见了。我们必须成为我们希望
改变的-圣雄甘地
BE, KNOW , DO
Be a Good Leader 如何做领导
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Know your people and look out for their well-being - Know
human nature and the importance of sincerely caring for your
workers.
 熟悉员工，关心他们的利益-知道人类的本性和真诚对员工关怀的重要性
Keep your workers informed - Know how to communicate with
not only them, but also seniors and other key people.
 开诚布公- 知道不仅要与员工们沟通，更要与其他重要人物。
Develop a sense of responsibility in your workers - Help to
develop good character traits that will help them carry out their
professional responsibilities。
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制定工人的责任意识- 帮助培养良好的性格，这将有助于他们履行其专
业职责。
Ensure that tasks are understood, supervised, and
accomplished - Communication is the key to this responsibility.
确保员工对任务的理解和完成-沟通是这个责任的关键
BE, KNOW , DO
Be a Good Leader 如何做领导
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Train as a team - Although many so called leaders call
their organization, department, section, etc. a team; they
are not really teams...they are just a group of people doing
their jobs.
 团队训练 - 尽管许多领导人称他们的组织，他们是不是真正的团
队…仅仅是一群人做他们的工作。
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Use the full capabilities of your organization - By
developing a team spirit, you will be able to employ your
organization, department, section, etc. to its fullest
capabilities.
 使用组织的全部功能-通过开发团队精神，可以利用你的组织，部
门，等最充分的能力。
st
21
Librarianship in the
Century
21世纪的图书馆员：
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Competencies for the 21st century
librarians: 21世纪的图书馆员能力
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Skills in strategic planning,战略规划能力，
Budgeting skills,预算编制技能
Skills in communicating with a variety of
audiences, 与各类受众沟通技能
Skills in managing human resources,人力资源
管理技能，
Skills in project management 项目管理技能
Most Importantly …最重要的...
Librarians of the 21st century are:
21世纪图书馆员
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Continually adapting their library’s services to
changing technology
不断适应不断变化的技术，改进图书馆的服务，
Planning and preparing for the unexpected
规划准备意外事件
Engaged in lifelong professional development
从事终身专业发展
ALA and Librarian’s Competencies
美国图书馆学会图书馆员核心能力
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ALA’s Core Competencies of Librarianship
图书馆员应具备的核心职业能力
Professional Development
图书馆专业发展目的
ALA- Certificate Programs
专业证书计划
ALA-ALP Certified Public Library Administrator
(CPLA)
公共图书馆管理认证
Library Support Staff Certification Program
图书馆辅助人员认证计划
Changes in Online Users
网络使用变化
4/13/2015
使用最多的搜索器及社会网站的增长率
4/13/2015
Commercial Site usage Statistics
商业网址使用数据处理
4/13/2015
Favorite Social Network Sites by total General Public
喜爱的社会网络站点使用率(全民测试)
4/13/2015
What We Face 我们所面临的
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Change faster than we had expected and experienced ever
 我们正在经历从未经历过的比我们期望更快更大地变化
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Libraries will still be valued but will receive dissatisfaction and
perceptions of a lessening value compared with other options
 人们将仍重视 图书馆，但与其他选择比较，重视程度会降低,不满情绪会
升高
Opportunities for redefining library roes and our relevance and
also for developing new roles in a much wider range of public and
private partnerships and collaborations
 为重新确定图书馆作用，地位，并在更大范围内与各团体合作中发挥作
用的机会
Need for strong strategic and thought leadership
 我们需要有坚强的战略和精明的领导
More risk taking and greater understanding and attention to the
changing demands of our different user populations
 需对我们不同用户，不同需求更多关注，更大的理解，且需冒险
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4/13/2015
Library/Library User Facts
图书馆和用户的数据
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Library cardholders outnumber Amazon customers by 5 to
1 in US
美国图书馆持成员卡者是亚马孙顾客的5倍
Libraries circulate nearly fours times more items than
Amazon
handles in US each day在美国, 图书馆每天的流通量是亚马孙销售
量的四倍
One out of every six people in the world is registered library
user 在世界毎六人中有一人是注册的图书馆用户
Five times more people visit US public libraries each year
than attend US professional and college football, basketball,
baseball and hockey games combined
每年参观美国公立图书馆的人是出席美国专业 和大学橄榄球、篮球
、棒球和
曲棍球赛总数的五倍
Over 1 m libraries worldwide with 16 b volumes， 690,000
librarians
 全世界有1 m图书馆有16 亿本书，有690,000 图书馆员，
4/13/2015
Who are Our Users? 我们的读者
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4/13/2015
4/13/2015
Digitally savvy - a global information commons 全球性信息
time, 数字运用熟练
Impatient Google generation 不耐烦的Google世代
Never set foot in the library, working patterns从未到过图书馆
读者的工作模式
New generation of students & researchers, who work
virtually outside the context of the library 新一代 的，对图书
馆没概念的学生&学者
Anticipate their future requirements with information 预计他
们对未来信息的要求
Support researches outside the physical library 支持不在图书
馆内的研究
Create our new image: digital savvy, modern, friendly,
automatic, 24/7 open hours
28
Why Professional Development?
专业发展
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Continuously improve staff capabilities for customer service
and improved quality service
 不断提高工作人员为客户服务能力，完善服务质量
Set goals 制定目标
Build lifelong continuous learning into job description and
jobs 把终身持续学习纳入职务说明和工作中
Staff development – individual responsibility, assess own
needs
 工作人员发展—是个人责任，来评估自己的需要
Best practices include formal education, conferences, online
course offering, opportunities through colleagues, mentors
and collaboration
 最佳实践包括实行正规教育，参加会议，网上课程提供的学习机
会，通过同事，导师和协作机会。
Librarians’ competencies Youth Services
青少年读者服务馆员资格能力
公共图书馆为儿童提供服务的图书馆员的资格 (1999 )
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对于服务对象群的了解 （knowledge of the client group);
行政和管理技能 (administrative & managerial skills);
交流技能（communication skills)
宣传，公关和建立合作网络的能力（advocacy, public
relations & networking);
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专业精神和专业发展能力（professionalism &
professional development)
Librarians’ competencies Youth Services
图书馆员资格能力青少年读者服务
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School Librarians’ competencies
学校图书馆员的资格标准
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Standard set by AASL and AECT
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由学校图书馆员协会（AASL) 与教育交流与技术协会(AECT)
联合制定- “信息的力量：为学习建立合作伙伴 ”（1998)
YALSA Standard for librarians
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为青少年服务的图书馆员的资格标准 “青少年应获得最好的服
务：为青少年服务的图书馆员的资格” （1981）（修正1998
，2003）
专业发展
Professional Development
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计划和预算Planning and budgeting
 年度计划 Annually planning
专业发展内容, 形式, 次数
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专业会议和工作坊 Professional conferences and
workshops
 在职馆内培训 Professional in house training
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行政培训Administrative training
 校部或更高级 Library, organization, university, or higher
 馆内各类培训 In house or general training
培训 Training
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非专业馆员 Non-professional staff
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工作组 Workshops
馆内培训 In house training
综合训练 General training
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校宗旨训练 University mission and vision
其它训练 Other social issues and programs
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New program-micro soft & campus system
Human resources-management, personnel training
Interpersonal knowledge & skills (conflict, etc.)
Supervisors-supervisees, etc
工作表现总结 Performance Review
How do you conduct a staff performance
review?
 你们如何做员工工作评估?

How to Conduct a Successful Staff
Performance Review 工作表现总结
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一般/传统工作表现评估
Traditional Performance Review
 注意力在问题和怎样介决问题 Focus on problems
and how to solve them
 指出不足之处 Negative human behaviors
 纠正弱点 Identify and correct weaknesses
工作表现总结 Performance Review
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工作表现评估新动向：肯定心理学
Positive Psychology: New Trend in Performance
Review
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注重强项和潜力 Focus on strength and potentials
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建立提倡肯定的份围 Foster a positive culture
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扶植肯定情绪状况 Build positive emotional status
工作表现总结 Performance Review
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肯定心理学关注基本需要 Pay attention to basic
needs
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表彰贡献Recognize contribution
肯定地反馈 Receive positive feedback
及时的反馈 Receive immediate feedback
对工作的明确要求 Clear explanation of
requirements
记住和关心/有意义的日子Remember significant
dates, b-day, anniv. etc.
工作表现总结 Performance Review
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肯定心理学注重培养方面： New traits
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自我管理能力强 Self-efficacy
心怀希望 Hope
乐观 Optimism
主观心情好 Subjective well-being
情商高 Emotional intelligence
达观 Resilience
工作表现总结 Performance Review
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肯定心理学结果 results:
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对工作表现出更高的兴趣, 关心和热情 Demonstrate higher
amount of interest， caring and joy in work
会全力注重工作 Devote maximum attention and cognition
to work
更注重成就 accomplishment
更忠诚 more loyalty
达到组织定的目标 Achieve goals for organization
顾客的高度满意 level of customer’s satisfaction
职工稳定，减小辞职率 high retention and less turnover
工作表现总结类型 Performance Review
 新员工试用期间 New hire – probation
 三个月小结一次 Three months review
 六个月时小结一次 Six months review
 特殊情况下的总结 Special review
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提升 Promotion
免职 Termination
 年度总结 Annual performance review
总结程序:自我总结
Review Procedures: Self review
 回顾责任范围的工作和内容
review all activities of the year
 工作责任范围 Review Job components
 主要责任 Key elements of responsibilities
 鉴定标准Measurement
 工作表现 Job performance
 专业发展 Professional development
 新责任 New responsibilities
 建立新计划，方向和需要
Development plan, trend and needs
工作表现评估(5个标准)
Performance appraisal (5 Criteria)
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工作需要的实用知识 Functional job knowledge
行政管理技能 Administrative and managerial
skills
人际关系:与人共事的能力 Human relations
分析能力 Analytical skills
对上级的指导要求
Requirements from supervisor
工作表现评估(5个标准)
Performance appraisal (5 Criteria)
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工作需要的实用知识 Functional job knowledge
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关于操作程序的知识knowledge of procedures,
关于特定技术的知识 specialized techniques,
工作所需的自身修养 Disciplines possessed to perform duties
行政管理技能 Administrative and managerial
skills
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计划能力Skills in planning
组织能力Organizational skills
管理能力和分配工作的能力 Managerial skills and delegating
tasks
工作表现评估 (5个标准, 续)
Performance appraisal (5 Criteria, cont.)

人际关系:与人共事的能力 Human relations
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有礼貌，讲策略 Courtesy and tact
理解能力与影响力Understanding and influencing
倾听与鼓励人的能力Listening and motivating
领导和培养人的能力Leading and developing
分析能力 Analytical skills
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分析与评估情况的技能 Skills of analyzing and evaluating
situations
良好的应用/解决问题和作决定技能 Capability of applying
sound problem solving and decision-making skills
工作表现评估 (5个标准, 续)
Performance appraisal (5 Criteria, cont.)

对上级的指导要求
Requirements from supervisor
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要求上级指导的程度 Levels of control of guidance
required
依靠和信任上级的程度 Degree of confidence and
reliance
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独立工作 Working independently

需要上级跟进的程度 Level of requiring for follow-ups
工作表现评估 (续)
Performance appraisal (cont.)

评估的五分级量表 Five-scale of assessment
（根据个人表现，用五分级量表对五个不同的标准打分）
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5 卓越的表现 5 outstanding performance
4 高度有效，突出的表现 4 highly effective, superior
performance
3 良好，达到期待的工作要求 3 good competent
performance, meets standard performance expectations
for this job
2 略欠合格，有需少量的改进 2 needs slight improvement
to meet the job expectations
1 表现不合格 1 unsatisfactory performance
工作表现测评: 与馆员面谈
Performance assessment: meeting
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回顾工作职责摘要 Review summary of job elements
回顾主要方面的工作表现结果 Results in each key area
 与年初制定的目标相符合 Relating directly to original
objectives
 额外贡献 Addition contributions
总结 Summary
 成绩 Accomplishments
 须改进的地方 Areas of improvement
统一打分结果 Agreeing results (5 scales)
工作表现测评: 今后的行动计划
Performance assessment: Future Action Plan

员工今后的行动计划 Agreed by the
supervisor and supervisee
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下年详细计划 Detailed plan
 具体方向和目标 Concrete goals and objectives
 专业发展方向 Professional development
 完成时间 Dates of accomplishing
 测评标准 Measurements
晋升和加薪
Promotion and Raise
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晋升 Promotion
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获得新学位或更高学位 New or additional degree is earned
委认更多责任Additional responsibilities
提升新职位 New position
加薪 Raise
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晋升 Promotion
年度 Annually
问题与解答
Questions and Answers
谢谢！
Thank you!
陈琦
美国阿格西芝大学