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An effective measurement of library leadership is crucial to understanding the current state of library leadership and to developing library leaders. This study sought to validate and measure the reliability of the Martin Library Leadership survey.

This survey is based on the Martin Library Leadership Definition, an evidence-based definition of library leadership. The first version of the survey consisted of 28 questions plus questions on respondent and library leader demographics. Each question measured one of the three components of the definition. This version of the survey was distributed to multiple ALA listservs and after analysis 16 items were removed. The resulting 12 question version of the survey was sent to the same ALA listservs and completed by 291 librarians and library staff from various library types and library work areas. The responses were analyzed using SPSS.

Exploratory factor analysis found three factors that align with the three components of the Martin Library Leadership Definition, and questions loaded in their expected factors at least 0.7. Cronbach's alpha was used to determine internal consistency. The alpha for the entire survey was 0.956. The Martin Library Leadership survey was validated and found to be reliable.

The results of this study provide strong and consistent evidence the Martin Library Leadership survey is valid and can be used in further library leadership research and professional development.

Feminist leadership in libraries is an emerging area of interest. Distinct from traditional leadership or female leadership, it includes such values as critiquing systems of oppression, valuing whole people, empowering individuals, and sharing information. Here we ask, what do feminist academic library leaders do? And can academic libraries operate as sites of resistance to systems of oppression? We surveyed 55 people and conducted 23 semi-structured interviews with library leaders focusing on how they enact feminist values in the workplace. In this chapter, we explore several key themes that emerged through our research: how library leaders specifically advocate for their staff and users, how organizational structures support or resist feminist leadership, and how decision-making functions in their organizations. While there is no single way to be a feminist leader, we discuss the varied ways our participants enact their feminism, from day-to-day words and actions to larger initiatives and programs. As to whether these libraries are functioning as feminist organizations and able to resist or even change dominant oppressive systems of power, the results are unclear. The culture of the parent institutions seems to be a decisive factor in how academic libraries operate, and none of our participants report success at fully breaking away from those norms. Yet our participants also demonstrate how they have sidestepped or even changed official policies to be more inclusive and flexible. In this chapter we present clear examples of feminist values enacted in academic libraries as well as direction for further research.

In some organizations action is taken to stimulate creativity and innovation. The right steps may have been taken, such as involving employees in decision making, recruiting and appointing employees who evidence characteristics of creativity, setting standards for work performance and giving regular feedback, yet creativity and innovation are hampered in some way. The culture of an organization may be a factor contributing to the extent to which creativity and innovation occur in an organization (Johnson, 1996; Judge et al., 1997; Pienaar, 1994; Shaughnessy, 1988; Tesluk et al., 1997; Tushman & O’Reilly, 1997 in Martins & Terblanche, 2003). The current organizational culture and the demands of creativity and innovation may lead to a conflict situation.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

This paper uses archival documents to begin to recover a history of women’s leadership in the advertising industry. In particular, this paper aims to identify the leadership styles of the first five presidents of the New York League of Advertising Women’s (NYLAW) club. Their leadership from 1912 to 1926 set the course for and influenced the culture of the New York League. These five women laid the foundations of a social club that would also contribute to the professionalization of women in advertising, building industry networks for women, forging leadership and mentorship links among women, providing advertising education exclusively for women and, finally, bolstering women’s status in all avenues of advertising. The first five presidents were, of course, different characters, but each exhibited the traits associated with “transformational leaders,” leaders who prepare the “demos” for their own leadership roles. The women’s styles converged with their situational context to give birth to a women’s advertising club that, like most clubs, did charity work and hosted social events, but which was developed by the first five presidents to give women the same kinds of professional opportunities as the advertising men’s clubs provided their membership. The first five presidents of the Advertising League had strong prior professional credibility because of the careers they had constructed for themselves among the men who dominated the advertising field in the first decade of the 20th century. As presidents of the NYLAW, they advocated for better jobs, equal rights at work and better pay for women working in the advertising industry.

This paper draws on women’s advertising archival material from the Schlesinger Library, Radcliffe and Wisconsin Historical Society to argue that the five founding mothers of the NYLAW provided what can best be described as transformational feminist leadership, which resulted in building an effective club for their members and setting it on a trajectory of advocacy and education that would benefit women in the advertising industry for the next several decades. These women did not refer to themselves as “leaders,” they probably would not have considered their work in organizing the New York club an exercise in leadership, nor might they have called themselves feminists or seen their club as a haven for feminist work. However, by using modern leadership theories, the study can gain insight into how these women instantiated feminist ideals through a transformational leadership paradigm. Thus, the historical documents provide insight into the leadership roles and styles of some of the first women working in American advertising in the early parts of the 20th century.

Archival documents from the women’s advertising clubs can help us to understand women’s leadership practices and to reconstruct a history of women’s leadership in the advertising industry. Eight years before women in America could vote, the first five presidents shared with the club their wealth of collective experience – over two decades worth – as advertising managers, copywriters and space buyers. The first league presidents oversaw the growth of an organization would benefit both women and the advertising industry when they proclaimed that the women’s clubs would “improve the level of taste, ethics and knowledge throughout the communications industry by example, education and dissemination of information” (Dignam, 1952, p. 9). In addition, the club structure gave ad-women a collective voice which emerged through its members’ participation in building the club and through the rallying efforts of transformational leaders.

Historically, the advertising industry in the USA has been “pioneered” by male industry leaders such as Claude Hopkins, Albert Lasker and David Ogilvy. However, when the authors look to archival documents, it was found that women have played leadership roles in the industry too. Drawing on historical methodology, this study reconstructs a history of women’s leadership in the advertising and marketing industries.

This paper helps to understand how women participated in leadership roles in the advertising industry, which, in turn, enabled other women to build careers in the industry.

Burnout has been recognized and measured in the workplace since the 1970s, particularly in service industries. Libraries can be viewed as service providers. Burnout is the result of chronically high work demands combined with emotional exhaustion, depersonalization, and diminished personal accomplishment. Burnout components have been linked to physical, emotional, and behavioral consequences, and to high turnover and loss of engagement. Libraries can evaluate burnout levels among staff and address burnout on an individual, management, and organizational level. The Nurse-Experienced Time Pressure, Burnout, and Patient Interaction Questionnaire is modified to identify and quantify activities individuals might use to reduce burnout. The survey is administered to librarians and staff at an academic library and to self-chosen attendees at a conference session on avoiding burnout. Feedback is also solicited in terms of burnout avoidance strategies and possible library responses. Most respondents feel burned out but also committed to providing excellent service to patrons. Respondents have a genuine interest in making work less prone to burnout. Sample sizes were small but gave consistent responses. Burnout can be addressed on an institutional, management, and personal level, with each entity having equal responsibility. Leadership, management, communication, and support efforts can counteract burnout threats. Burnout causes disengagement at work and in personal lives. In terms of personality, neuroticism is a strong predictor of burnout. Making efforts to counteract burnout will lead to a healthier, balanced life. This book chapter is based on research done for a presentation at ER&L 2016 on Avoiding E-Burnout. Causes and counteractions to burnout have been expanded.

This research highlights the scenarios that might serve as a strategic vision to describe a future beyond the current library, one which both guides provosts and creates a map for the transformation of human resources and technology in the university research libraries. The scenarios offer managerial leaders an opportunity to envision new roles for librarians and staff which brings a much needed focus on the development of human resources as well as a thought-stream to understand decisions which effectively and systematically move the organization toward a strategic vision.

These scenarios also outline possible future directions research libraries could take by focusing on perspectives from library directors, provosts, and administrators for human resources. The four case study scenarios introduce potential future roles for librarians and highlight the unsustainability of the current scholarly communications model as well as uncertain factors related to the political, social, technical, and demographic issues facing campuses. Given the changes institutions face, scenarios allow directors to include more uncertainty when developing and articulating a vision. These scenarios may start a discussion, before a strategic planning process, to sharpen the evaluations and measures necessary to monitor achievements that define the value of the library.

School library media specialists (SLMSs) often struggle with assuming leadership roles. Discrepancies existed in perceptions of SLMSs of their leadership preparedness, their opportunities to exert leadership, and their assumption of leadership roles. The purpose of this quantitative study was to explore the perceptions of SLMSs regarding their instructional leadership and to examine the extent to which they practiced instructional leadership. The study was designed to determine whether there were differences between SLMSs perceptions of the importance of their leadership roles and their opportunities to practice those roles. The results of the study indicated that SLMSs perceived all of the leadership roles to be more important than they were able to carry out in practice and that supportive administrators were the most essential factor in providing SLMSs the opportunity to practice and expand their roles as instructional leaders.

The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.

The purpose of this paper is to reflect on major issues and trends of academic libraries and leadership in the changing nature of higher education. Changing environment of academic libraries has impacted significantly on the knowledge, skills requirement and role of the library leaders, and how organizations can maintain and manage the changing nature of academic libraries as well as leadership while effective leadership is extremely required for the library leaders and organizations are concern about future scenarios. The primary objective is to identify the key challenges in libraries, leadership skills and approaches of the leaders, their effective leadership traits and future perceptions are discussed.

The aim of this paper is to facilitate as how to develop effective and successful leadership for the academic libraries during the changing nature of higher education. The findings and recommendations in the paper are based on personal experience of leadership positions in an academic library as well as experience of library leaders across the world.

Academic libraries are facing similar challenges and issues across the world. This paper identifies that library leaders need to be effective communicators, strategic thinkers, visionary, and able to examine the new ways of working.

This paper discusses why academic library leaders need a set of new skills and how can they develop leadership skills and competencies in the changing nature of academic libraries.