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Library Leadership & Management
Journal Prestige (SJR): 0.212
Number of Followers: 301  

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

    • Authors: Anne Cooper Moore
      PubDate: 2019-09-26
      DOI: 10.5860/llm.v33i4.7397
      Issue No: Vol. 33, No. 4 (2019)
  • Agile-ish: Bringing Agile and Scrum into Project Management for Digital
           Collections Metadata

    • Authors: Linda Ballinger
      Abstract: Implementations of agile values and principles are increasingly seen in project management beyond their original home in software development. Most library projects drawing on agile and scrum, agile’s most popular methodology, have needed to adapt these principles and methods to varying degrees, but most have been in environments similar to software development. The Pennsylvania State University Libraries’ cataloging department was interested to see if agile and scrum approaches could be successful in managing a metadata project involving an ad hoc team, composed of members volunteering part of their time to the project, and inexperienced in the work needed for the project. While the Penn State Libraries project used extensively modified versions of agile and scrum, we have concluded that using these principles and methods, even if adapted, can greatly improve the process and the outcome of many projects.
      PubDate: 2019-09-26
      DOI: 10.5860/llm.v33i4.7365
      Issue No: Vol. 33, No. 4 (2019)
  • Mentoring in Academic Libraries

    • Authors: John J. Burke, Beth E. Tumbleson
      Abstract: The authors, who have each engaged in mentoring in higher education, surveyed academic librarians in 2017 on their mentoring experiences. Those findings are placed alongside best practices drawn from the literature to discover what motivates academic librarians to participate in mentoring and how it impacts them professionally and personally. Based on this evidence, the authors encourage colleagues to seek professional development through mentoring opportunities. “Sometimes our light goes out, but is blown again into instant flame by an encounter with another human being. Each of us owes the deepest thanks to those who have rekindled this inner light.” Dr. Albert Schweitzer
      PubDate: 2019-09-26
      DOI: 10.5860/llm.v33i4.7348
      Issue No: Vol. 33, No. 4 (2019)
  • Welcome Aboard: A Program for Improving the New Hire Experience for
           Academic Librarians

    • Authors: Mitch Winterman, Rosalind Bucy
      Abstract: New hire orientation often consists of a checklist of tasks but does little to integrate a new employee to the organization. Previous research indicates that organizational socialization is key to successful onboarding, but few models exist for libraries to support this aspect of a new hire’s experience. This article shares an onboarding program adopted by one academic library and discusses the results of an assessment of the new program for newly hired librarians. Findings indicate that a structured onboarding program can improve organizational socialization during a librarian’s first months on the job.
      PubDate: 2019-09-26
      DOI: 10.5860/llm.v33i4.7358
      Issue No: Vol. 33, No. 4 (2019)
  • Narrative Budgets: Telling the Story of Your Library’s Value and

    • Authors: Doralyn Rossmann
      Abstract: A library’s budget should be a reflection of its values and goals, but budget formats do not always lend themselves to telling the library’s story. Your budget message needs to be aligned with your library’s broader communication plan so that user experience is consistent with messaging from other library venues. Ideally, your budget, along with all library communication points, include language from your library’s values, mission, and vision statements and strategic plan. This article outlines traditional budget formats, introduces a format called Narrative Budgeting, and provides an example and outline for creating a narrative budget for your library using language from your library’s strategic plan and mission, vision, and values statements. Once set up, your Narrative Budget can be adapted and used to communicate with a variety of constituents to present an understandable and justifiable use of the library’s allocated resources.
      PubDate: 2019-09-26
      DOI: 10.5860/llm.v33i4.7384
      Issue No: Vol. 33, No. 4 (2019)
  • New and Noteworthy: Dealing with Dysfunction

    • Authors: Jennifer Ann Bartlett
      Abstract: It is the rare library that does not experience some level of dysfunctional behavior among staff. Problems arise when weak leadership, poor communication, and lack of goals result in toxic behaviors including gossiping and bullying. Several recent publications offer tips on identifying and dealing with dysfunctional library workplaces.
      PubDate: 2019-09-26
      DOI: 10.5860/llm.v33i4.7389
      Issue No: Vol. 33, No. 4 (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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