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Library Leadership & Management
Journal Prestige (SJR): 0.212
Number of Followers: 296  

  This is an Open Access Journal Open Access journal
ISSN (Print) 1945-8851
Published by American Library Association Homepage  [9 journals]
  • President's Message

    • Authors: Lynn Hoffman
      PubDate: 2019-06-13
      DOI: 10.5860/llm.v33i3.7373
      Issue No: Vol. 33, No. 3 (2019)
  • How Can We Serve You Better: Customers’ Perceptions of Services and
           Facilities Offered in a Community Library

    • Authors: Henry W.L. Ho
      Abstract: The purpose of this study is to understand residents’ perceptions of the Big Rapids Community Library (BRCL). The study uses a quantitative online survey to investigate the perceptions of local residents who use this community library. The survey focuses on questions directly related to the services and facilities offered to BRCL customers. The results of the survey indicate that residents’ income levels affect their visits to the library. In addition, female residents view access to a community library as more important than their male counterparts do. This project has important policy implications for BRCL and other community libraries because data on customers’ perceptions and satisfaction are increasingly being used to motivate service reforms, budget allocations, and management accountability. In addition, this intention by BRCL can be treated as a “best practice” model for other community libraries trying to build better relationships with their customers.
      PubDate: 2019-06-13
      DOI: 10.5860/llm.v33i3.7353
      Issue No: Vol. 33, No. 3 (2019)
  • Technology, Collaboration, and Learning: Perceptions and Effectiveness of
           US Public Library Staff Professional Development

    • Authors: Michael Stephens, Stacey A Mitchell, Ari Zickau
      Abstract: The primary purpose of this study was to investigate the preferences and perceptions of professional development (PD) activities for public library staff. The survey instrument was distributed to public librarians and paraprofessionals throughout the United States. Beyond the challenges of time and money, a picture emerged from the data of what might best serve the needs of librarians and paraprofessionals for PD. Staff want to feel encouraged and supported about learning for their jobs. The chance to network and meet in groups is preferred by most respondents with short webinars and online learning filling in the gaps, especially if content goes beyond the usual introductory level. From these findings, it is possible to suggest three “action plans” for improving PD for public library professionals and paraprofessionals. These plans include: developing structured and supported PD programs as part of public library administration, promoting a culture of learning throughout the institution, and participating in and contributing to state and regional opportunities for PD of public library staff.
      PubDate: 2019-06-13
      DOI: 10.5860/llm.v33i3.7317
      Issue No: Vol. 33, No. 3 (2019)
  • Communities of Practice as a Professional Development Tool for Management
           and Leadership Skills in Libraries

    • Authors: Heather Weltin, Nancy Graff Schultz
      Abstract: In 2012, the University of Wisconsin-Madison's General Libraries developed a community of practice to improve management and leadership skills in staff. This article examines the theories behind communities of practice, the process used by UW-Madison to establish the communities of practice and the results.
      PubDate: 2019-06-13
      DOI: 10.5860/llm.v33i3.7347
      Issue No: Vol. 33, No. 3 (2019)
  • Using the Start Stop Continue Framework to Improve Library Operations

    • Authors: Magen Bednar, Sarah Robbins
      Abstract: The Start Stop Continue Framework is a powerful tool for structuring conversations to elicit honest input from library personnel at all levels. Adapting this framework for team discussions rather than individual feedback enables libraries to create opportunities for meaningful engagement and meaningful improvement to library operations.
      PubDate: 2019-06-13
      DOI: 10.5860/llm.v33i3.7351
      Issue No: Vol. 33, No. 3 (2019)
  • Library Leadership Lessons Gleaned from WWII Submariners

    • Authors: Stuart Gaetjens
      Abstract: Many aspects of good leadership have not changed over time. This article uses examples from World War II submarining, particularly Capt. Eugene Fluckey’s experiences, as a launching point for discussing modern academic library leadership. There are six points of leadership discussed which alternate between submarining and libraries: selecting team members, cross-training, respecting the individual, developing esprit de corps, communicating hard truths, and thinking big thoughts.
      PubDate: 2019-06-13
      DOI: 10.5860/llm.v33i3.7359
      Issue No: Vol. 33, No. 3 (2019)
  • Communicating Library Values, Mission, Vision, and Strategic Plans through
           Social Media

    • Authors: Doralyn Rossmann
      Abstract: Social media communication needs to be aligned with your library’s broader communication plan so that user experience is consistent with messaging from other library venues. Ideally, social media along with all library communication points include language from your library’s values, mission, and vision statements and strategic plan. This article will outline two critical pieces to forming your social media communication strategy: Making a social media plan and applying social media optimization (SMO) to your library’s Web pages. Once set up, your plan and SMO can easily become part of your library’s routine when posting to social networks and creating and editing Web pages.
      PubDate: 2019-06-13
      DOI: 10.5860/llm.v33i3.7350
      Issue No: Vol. 33, No. 3 (2019)
School of Mathematical and Computer Sciences
Heriot-Watt University
Edinburgh, EH14 4AS, UK
Tel: +00 44 (0)131 4513762
Fax: +00 44 (0)131 4513327
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