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The purpose of this paper is to learn how many libraries take specific measures to protect patron confidentiality other than having a written policy, to measure library directors' confidence in their own ability, and that of their workers, to follow confidentiality policies, and to learn what types of support directors need to better protect confidentiality.

A paper survey was mailed to all 213 directors of public and academic libraries in Vermont; 71 per cent responded. Data were primarily quantitative.

Few libraries reveal patron information by sending unsealed postcards, but many reveal patron information to third parties over the telephone. Library directors have a high level of confidence in their own ability to follow confidentiality policy and a slightly lower level of confidence in the ability of library workers to do so. Library directors need help in writing policy, getting access to legal counsel, and addressing the confidentiality of patrons who are minors.

Vermont library directors may be different from directors elsewhere. The study asked about two library practices that put patron confidentiality at risk; other practices should be studied, as well.

Library directors can do more to ensure that library practices do not jeopardize patron confidentiality. Library directors need help and support in dealing with practical issues that emerge as they try to follow the ALA code of ethics.

The study begins to fill a gap in the literature by measuring library directors' own assessments of their organizations' ability to cope with enquiries about patrons.

This study aims to examine how academic library directors conducted meetings in the change process and the factors influencing the approaches used.

Bolman and Deal's reframing change model provided the foundation for this research. An online survey was sent to 1,010 academic library directors in the USA. The response rate was 59 percent. The qualitative data were analyzed using content analysis. The collected quantitative and qualitative data were analyzed using descriptive (frequencies, percentages, means, standard deviations) and inferential statistics (binary and multinomial logistic regressions).

Most directors used multiple approaches to conduct meetings in the change process. The structural and human resource approaches were the most frequent single approaches. Regression analysis confirms that demographics, human capital, and library variables play significant roles in conducting meetings.

Data in this study were collected from directors in libraries of doctoral granting, master‐granting, and baccalaureate‐only colleges, and universities. Accordingly, the results of the study might not be generalized to college and university libraries outside this classification.

This paper provides a useful overview of the approaches used to conduct meetings in the change process and the factors influencing the approaches used.

Directors may use the results to reflect on different options of the strategies for conducting meetings in the change process and balance the weight of the factors' influences. The results may also help librarians better understand various approaches to conducting meetings in the change process.

Librarians have traditionally looked to academic library directors (ALDs) to list those qualities that make them good at what they do. Little research has sought the input of institutional administrators (who are the ones who hire ALDs) about what they look for when hiring ALDs. This study presented a list of qualities that had been rated by ALDs as being important for the position to these senior institutional administrators and asked them to rate the relative importance of these qualities and to add to the list any qualities they felt should be there. Their ratings were then compared with those of the library directors to see how closely they correlated. The results showed not only that there was statistically significant agreement between the two groups, but also that there were important differences, with the hiring administrators placing more priority on ideological attributes (attributes based on professional orientations and ideals) while ALDs emphasized the need for experience. The hiring administrators also added several attributes to the original list, including managing multiple priorities, being learning/student oriented (especially toward low achievers), being self-directed with a good work ethic, being able to relate effectively to all constituencies, and experience in the same type of institution as the one the person was being hired to lead.

The purpose of this paper is to analyse managerial approaches of a selective group of national library directors, examining their views and perceptions of successful library leadership in the twenty-first century in different sociocultural contexts. This study was carried out based on a series of semi-structured interviews with ten top-level directors of national libraries located on different continents.

The data collection method for this study consisted of the narrative analysis of the ten interviews coupled with the participative leadership theory, which highlights the leaders’ desire to create a more democratic culture within their library organisations.

The analysis of these interviews reveals that many of the directors’ responses were supportive to the concepts discussed in participative leadership. National librarians, through their participative leadership philosophies, values and beliefs, contributed to the development of an institutional culture that fostered improving trust, communications, engagement as well as promotion of inter-team relationships by breaking down the traditional “hierarchical” barriers within their organisations.

The participants were predominantly from Europe; only one participant represented the USA, Middle East (Israel) and Northern Africa (Egypt). As a result, there are not many diverse viewpoints from national library directors outside of Europe. Further studies would be needed to obtain a more international perspective in the national library sphere. Furthermore, this study only examines the views and attitudes of ten different library directors. In comparison with the totality of national library directors across the world, this is a relatively small sample. This study may not be representative of all national library directors around the world.

The results of this study would be of interest to library professionals and educators interested in management, as well as Library and Information Science students who want to understand how national library directors view successful traits of participative leadership in different sociocultural contexts.

Leadership development is a significant issue in public libraries and library administrators debate, among other topics, how to achieve it for the middle-level manager. At the present time, library organizations use leadership and management workshops, seminars, and institutes to assist with managers’ organizational learning processes. Current literature indicates that additional strategies such as career planning, mentoring, networking, acquiring adequate qualifications and experience, professional involvement, and continuing education are used not only to facilitate middle-level managers’ career development, but also to help organizations fill the leadership gaps within their ranks.

This multiple case study investigates the impact of technology on organizational change in public libraries. Over the past 12–15 years, public access computers (PACs) have been introduced into public libraries. Once these PACs were connected to the Internet, they attracted patrons who had not previously used public library services. The main themes around which this study was organized relate to the implementation of technology with facilities and services, city government, and people. The main research questions were following: (1) How has public library culture changed since the introduction of computers for patron use? (2) What adjustments were necessary to deal with the influx of computers and other technology in public libraries? (3) Have PACs changed the way the libraries are organized and how they are staffed? The findings of the study included how technology influenced changes in staffing in the public libraries. Each of the libraries has undergone a culture shift due to the introduction of technology. One of the shifts is the change of the reference desk from general reference to the addition of a help desk with reference responsibilities. Another concern of the directors was constantly funding the upgrades necessary for software and hardware that technology requires. As not all of the directors have supportive city government, this can be problematic. Finally, the facilities where the public libraries were housed had undergone changes either through renovations or through new buildings to accommodate technology and the infrastructure needed to support it.

This chapter explores the question of where and how leaders in the library field gain the knowledge, skills, and ability to lead and manage people. The authors report empirical evidence to answer this question based on the results of the third stage of an ongoing study—a study which examines the academic preparation of professional librarians who have become directors of libraries. The results of a survey inquiring into the formal training received by practicing library directors are detailed. Among other findings, 55.1% of the library directors surveyed and observed that graduate library school did not prepare them to become library directors. There is some evidence that a shift of perception regarding the need for traditional management training has begun to occur in library schools. The authors contend that this trend needs to accelerate if the information profession intends to prepare library directors to assume leadership roles in the future. This chapter briefly reviews the research findings from stage one and two research, which provided the foundation for the current study. As a result of this research a fourth stage of research is planned which will use in person in-depth interviews of library directors. The influence of leadership on organizational results has been explored within the broader management literature. There is clearly a relationship between leadership and results. What is unclear is how and where these leaders gain the knowledge, skills, and ability to lead and manage.

In 2005, a qualitative study was undertaken to explore the educational events, personal experiences, and job circumstances that a selected group of non-MLS library directors working in small Texas communities believed were significant in contributing to their professional development. Face-to-face interviews were conducted with 17 female library directors working in Texas communities with populations of 25,000 or less using open-ended questions, and interviews were recorded and transcribed for later analysis. Four major topic areas relating to the professionalization of non-MLS library directors were identified from the data: (1) job satisfaction, including library work as spiritual salvation, librarianship and the ethic of caring, making a difference in the community, and pride in professional identity; (2) professional development, including hiring narratives, continuing education and lifelong learning, mentoring and professional development, and the importance of the MLS degree; (3) challenges facing small community library directors, including gender-based discrimination, resistance from local governing officials, and geographic isolation; and (4) guidelines for success, including understanding the community, becoming part of the community, making the library the heart of the community, business and managerial skills, and people and customer service skills.

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).

The purpose of this study is to examine how academic library directors set goals for change in the information age and the factors influencing the approaches used.

Bolman and Deal's reframing change model provided the foundation for this research. An online survey was sent to 1,010 academic library directors in the USA. The response rate was 59 percent. The qualitative data were analysed using content analysis. The collected quantitative and qualitative data were analysed using descriptive (frequencies, percentages, means, standard deviations) and inferential statistics (binary and multinomial logistic regressions).

Most directors used multiple approaches to set goals for change. The structural and human resource approaches were the most frequent single approaches. Regression analysis confirmed that demographics, human capital, and library variables played significant roles in setting goals for change.

Data in this study were collected from directors in libraries of doctoral granting, master‐granting, and baccalaureate‐only colleges and universities. Accordingly, the results of the study might not be generalized to college and university libraries outside this classification.

This paper provides a useful overview of the approaches used to set goals for change and the factors influencing the approaches used.

Directors may use the results to reflect on different options of the strategies for setting goals for change in the information age and balance the weight of the factors' influences. The results may also help librarians better understand various approaches to setting goals for change in the information age.