10 Library Authority, Leadership and Decision Making Mechanisms
Dr Vijayakumar K P
Introduction
Special libraries are repositioning themselves as strategic instruments providing benefits for their parent organization. Knowledge sharing and knowledge exploitation are the driving forces for improved business performance. A future success criterion for special libraries is to be found in the ability to fusion digital library services and the physical library in such a manner that the two arenas are stimulating each other, rather than competing. Added knowledge-based services will be a key factor.
With the extensive exploitation of the opportunities offered by information technologies, special libraries have experienced a strong move towards becoming more or less completely digitized in order to survive. This fact, of course, has influenced how the physical, as well as the digital library, is designed and presented to its potential customers or users. It is also true that some special libraries have been ‘recreated’ as virtual library services run by external information vendors. However, during the last few years an innovative approach based on acknowledging the importance of knowledge sharing and knowledge exploitation has led to many organizations revisiting their library resources and expertise and as a result re-establishing attractive library facilities.
For years special libraries have been placed under strong pressure to become more cost-effective, to deliver results that count for the parent organization, whether an academic institution, a public authority or a commercial enterprise. Special libraries have undoubtedly succeeded in this turnaround and have brought to the table significant arguments for their future existence. New roles have been defined, verifying that the special library is a main vehicle for cost-effective information provision and flow within organizations, for knowledge accumulation, sharing and use and, for enhanced learning capabilities. A commitment to solving end user needs and to delivering simplified access to, and use of, the services is a key success factor. Special libraries have always been proactive in adopting new technologies and have introduced virtual library services to expand availability independently of time and place.
All the changes in the proper direction are controlled by Library Authorities working mostly through library committees. The leadership of the special libraries and the decision making process have a major role in steering the libraries through turbulent times. With this background let us examine the functioning of library authorities, their leadership and the decision making mechanisms in the context of special libraries.
Authority
The term authority implies power derived from office or character or prestige. Authority in organization is the right in a position (and through it the right of the person occupying the position) to exercise discretion in making decisions. It is one type of power in an organizational setting. Every organization needs to establish a system of authority so as attain its objectives. The purpose of authority is to perform some kind of service by means of administrative process. While organizational authority is the power to exercise discretion in decision-making, it invariably arises from the power of position or legitimate power. In general, when the term authority is used in managerial settings, it usually refers to the power of position. The authority may be an individual, board of trustees, board of management, executive council at the institutional level. There can be authorities at the state or national level.
Though authority is based on formal position and legitimacy, its acceptance is governed by factors such as compliance, leadership and expertise. Authority can be gathered from position, personal characteristics, knowledge and expertise, and the situation.
Position is the part of authority that is conferred upon individuals because they occupy a particular position, such as the Chairperson of the Board of Directors. The position and title are approximately indicative of the relative standing of the position holder’s authority compared to other individuals. The true extent of the position holder’s authority is measured by the scope and range of their activities within the organization. Personal characteristics such as those exhibited by leaders in getting others to do things are a part of authority. They include domination, physical disposition and certain other personality traits.
A person’s specialist knowledge can confer on him or her certain degree of authority over those who are not experts in the work while making a decision or solving a problem. A typical example is the mastery in the design of information systems or creation of digital libraries. The authority arising out of this authority of knowledge is very often independent of the level or position in the hierarchy.
A person can assume authority in a given context, specific to a time or context. Such an authority is evoked by the when the situation demands it. An example is an emergency situation like occurrence of fire in the library. In such a situation the person who spots it out first has to exercise authority to take steps to put it out though he/she may not have authority to do it. Here the person assumes authority in that particular situation by issuing necessary orders.
Library Authority
In the Library and Information field the term library authority is more commonly used in the public library scenario. All public library legislations have provisions at local, regional or state level library authorities. These authorities usually wield powers in the areas of financial support, manpower, introduction of new services, reorganization of the library, service conditions of staff like promotion, status, salary, service conditions and so on. However, the term library authority is not common as far as academic or special libraries are concerned in spite of the fact that there can be authorities. In special libraries, the board of directors or the top level management of the parent body may function as the authority. Sometimes, the authority to take decisions about the library may be delegated to an individual like the Managing Director, CEO or some senior level official. The chief of the library has to report directly to the authority or to a lower level official depending on his/her position in the hierarchy.
Functions of a Library Authority
The library authority is endowed with the responsibility of:
- Direction
- Controlling
- Decision making
- Co-ordination
- Distribution of rights and responsibilities
- Motivation of library staff.
Committees
One of the ubiquitous devices through which library authorities take or carry out decisions is the committees. In spite of the different terms used to refer to them as Board, Commission, Task force, Team, Work group, their essential nature is similar. A committee is a group of persons to whom, as a group, some matter is committed. Some committees and teams undertake the managerial functions of planning, organizing, staffing, leading and controlling while others do not. Some make decisions while others merely deliberate on problems without authority to decide. Some have authority to make recommendations to a manager, who may or may not accept them. Committees may be formal or informal. If established as part of the organizational structure, they are formal. Most committees with any permanence fall into this category. Committees organized without specific delegation of authority are informal. These are usually formed to get an idea of group thinking or a group decision on a particular problem. There can be committees which are relatively permanent or temporary. Usually formal committees are more permanent than the informal ones.
Library committees
The library committee is needed because the librarian cannot be burdened with all the decision-making in a big institution like a library. Members of library committees vary depending on the type of the library. In the case of a University, the library committee is formed with the heads of the departments of the University, the Vice-chancellor, the Librarian, etc. The Vice chancellor is the Chairman of the library committee, and the Librarian is the Secretary. In case of college library, the Principal is the chairman, and the librarian is the secretary. In case of school library, there is no need of a library committee because the library itself is a very small one and the librarian is the working head of the library. The library committee should not be a very large. Only those people should be included as members of the library committee who are interested in the library and in this way the membership is restricted within the limit of twenty.
Types of Library Committee
There are mainly two types of library committees
i. Executive Committee: This committee is most powerful as it has full power over those matters which are delegated to them by the library authority. So the decision of the library executive committee is final and mandatory. It need not report its decision to the library authority.
ii. Advisory or Recommendatory Committee: It simply gives proposals which are subject to the approval of the library authority.
Other types of Committee are:
i. Ad hoc Committee: It has the advantage of being independent of politics. It takes decision expeditiously. This committee is more or less independent. The Madras Public Library Act of 1948 provides the appointment of such a committee. This type of committee sometimes serves as library authority.
ii. Nominated / Elected Committee: A large committee or an authority nominates or elects a smaller body for looking after certain bodies under it. It delegates certain power to such smaller bodies or committees.
iii. Recommending/ Advisory Committee: It does not have any real power except that it simply gives certain proposals which are subject to the approval of the library authority.
iv. Reporting Committee: This committee has sufficient powers to decide the matters within certain limit. Such decision needs no confirmation of the supreme authority but the decision is to be reported to the latter for information.
v. Self Perpetuating Committee: These committees have the sole authority and independence as regards the control and management of the library under it. It does not have to report to any other higher body about its activities.
Powers and Functions of Library Committee
Powers and functions of a library committee vary according to its nature. In case of the Executive Committee the powers, functions and responsibilities are more whereas in case of a recommending committee, these will be narrowed to a great extent. Almost all the proposals for discussion at the library committee meeting are put forth by the librarian who generally acts as an ex-officio secretary to the committee. The library committees generally serve the following purposes:
• Selection of library personnel
• Decide the policy and aims of library
• Creation of rules for well organize
• Direction for annual reports
• Security of library properties
• Other useful works for the development of library
• Suggestions for policy making
• Apply all the policy and plan created by library committee
• Suggest for selection of library personnel
• Suggest for creating annual budget of library according to requirement.
• Help in creating annual report.
• Help in controlling staff activities.
Leadership
Leadership is the process by which a person or a group tries to influence the tasks or behaviours of others towards a required outcome. Leadership is concerned with creating a vision that people can aspire to. According to Weirich, Cannice and Koontz (2013), leadership is the art or process of influencing people so that they will strive willingly and enthusiastically toward the achievement of group goals. Leaders act to help a group attain objectives through the maximum application of its capabilities. They place themselves before the group as they facilitate progress. A typical example is the leader of the orchestra who controls, coordinates the correct tempo of the troupe. The performance of the orchestra depends on the quality of the leadership of the director.
Ingredients of leadership
Leadership skill is a compound of at least four major ingredients. They are:
i. The ability to use power effectively and in a responsible manner;
ii. The ability to understand that human beings have different motivating forces at different times and at different situations;
iii. The ability to inspire, and
iv. The ability to act in a manner that will develop a climate conducive to responding to and arousing motivations.
John Gabarro and John Kotter added another ingredient i. e. effective managers must develop a healthy relationship with their boss. This relationship must be based on mutual dependence.
Not everyone is a leader. Leaders are people who are able to use their technical, human relations skills to influence other’s tasks or behaviours. Effective leadership skills are essential to achieve the goals management and people with those of the information services of the special library and its parent organization. Leaders are no longer characterized by the adage “born to lead.” Rather, leadership is characterized as learning, applying, and refining capabilities that successfully change and sustainably grow organizations. Many organizations continue to adhere to a top-down management model where a hierarchical structure offers the organization the case of centralized decision making. In theory and often in practice, centralized authority (i.e. a command-and-control model) enables management to distinguish between performance and functions. However, the rise of a global economy and rapid information technology advances have forced organizations, including institutions of higher education and research, to reexamine traditional leadership models. In many cases, organizations arc moving away from a single, centralized management role to a new, distributed leadership model characterized by team- building.
In the past, library administrators have relied on two bodies of literature to acquire professional knowledge about leadership:
i. organizational behavior within business management, and
ii. library administration within library and information science. Each field has addressed leadership from its distinct perspectives, research findings, and teaching models.
Within the organizational behavior literature, theorists and practitioners are advocating leadership models characterized by flexibility, agility, innovation, and team-based structures. Contemporary approaches to leadership define leaders as communicators who inspire through words, ideas, and collaborative behaviors. In an environment of rapid organizational change, leadership is required to identify, communicate, and implement a vision of the library’s role and function. It has been established that leaders with vision, charisma, and sensitivity to employee needs are the most successful in times of change.
The basic principle of leadership is that since people tend to follow those who offer them the means of satisfying their personal goals, the more managers understand what motivates their subordinates. The more they reflect this understanding in their actions, the more they are likely to be as leaders.
Leadership traits
Many studies are available in the field of leadership traits. Ralph M. Stogdill attempted a consolidation of the earlier studies related to leadership ability and the categories are given below:
i. Physical traits (Eg: energy, appearance, height etc.)
ii. Intelligence and ability traits
iii.Personality traits (Eg: adaptability, aggressiveness, enthusiasm, self-confidence etc.)
iv. Task-related characteristics (Eg: achievement drive, persistence, initiative etc.)
v. Social characteristics (Eg: cooperativeness, interpersonal skills, administrative ability etc)
More recently, the following leadership traits have been identified.
Drive (including achievement, motivation, energy, ambition, initiative and tenacity)
Leadership motivation (the aspiration to lead but not to seek power assuch)
Honesty and integrity
Self confidence (including emotional stability)
Cognitive ability, and
Understanding of the business.
Leadership styles
Though there are umpteen numbers of leadership styles, they can be classified into four types: the bureaucrat, the democrat, the visionary and the politician.
The bureaucrat is generally pleasant and of mild temperament. They are cautious in their approach and rely more on structure and management procedures. They focus on facts, rules and rationale. The bureaucrat can be authoritarian, based on their position. The democrat operates within the organization as if it is a family. They concentrate more on people issues, sometimes at the cost the coast of the strategic issues. They communicate their feelings and seek to understand the feelings of others, needs and thoughts. They depend more their personal characteristics to get things done. The visionary leaders inspire others through symbols and personal charisma. They are in general energetic, enthusiastic and creative. They act as facilitators and catalysts by focusing on the vision and values. They influence others through persuasion. The politician type leaders spend much of their time negotiating, resolving conflict, building coalitions and networks with stakeholders. They occasionally make contact with the staff asking how they are getting on. They very well support the strategic initiatives of employees. They dispense with or ignore non-performers. Politician leaders are innovative and use a mix of coercion or reward for getting things done.
Transformational leadership
In the knowledge age, the expectation of a leader is much larger and complex. Leadership in the knowledge age is of a transformational nature. The connected and intelligent world requires a far-sighted and transformational approach. Transformational leadership entails pro-active, visionary, entrepreneurial and risk-taking people. A comparison of the leadership roles and responsibilities in the traditional and knowledge age environments is given Table 1.
Table 1: Leadership roles and responsibilities in the traditional and knowledge age environments
Source: Bryson, Jo. Managing information services: A transformational approach.
Leadership Characteristics of Special Librarians
It is interesting to examine whether there is anything that differentiates special librarians from other types of librarians in terms of leadership potential. There have been a few studies in US, investigating the characteristics of librarians in general, and a few focusing in on special librarians in particular. In 1990 members of SLA were selected at random to participate in a study of the Myers-Briggs Type Indicator (MBTI) (Brimsek & Leach, 1990). In comparison with other librarians in general, the special librarians were viewed as visionaries and architects of the future. They were described as the strategic planners and researchers. The studies treated them on a par or similar to consultants, management consultants, computer specialists,systems researched In another study (Yerkey, 1981) the respondents ranked 18 values required for different categories of librarians. The top four qualities ascribed for special librarians were self-respect, freedom, inner harmony, and wisdom. The picture that emerged of special librarians was that of inner-directed, meditative individuals who place less emphasis on comfort, pleasure, and social recognition.
Steps to become great library leaders
Jeanne Meister, an internationally recognized leader in creating innovations in the operation and management of an enterprise, has integrated the various skill sets required by great leaders of the future. They are equally applicable to special libraries too. The five skill sets are the following.
1. Collaborative mindset: Modern times need leaders who have a collaborative mindset, work comfortably in a networked environment, cooperate with competitors, deal across cultures, and navigate complex markets.
2. Team development: Younger generations consider work an integral part of their lives. They want career guidance, relevant training, learning opportunities, and to be part of a community. A leader with a collaborative mind-set spends time on building rapport and trust. Focusing on the individual will be the key to retaining employees, as the 2020 leader forges teams that rise to the challenge of networked leading.
3. Tech savvy: The new leader needs to be conversant in the technology of the newest generation of workers. Social media tools invite transparency, inclusion, and instant communication to address changing market situations. Beyond being digitally confident, they must seek new means of revolutionizing their company’s technical proficiency.
4. Globally focused and culturally attuned: As institutions become more global, they are exposed to how the economic policies and governance strategies of countries affect other nations. Leaders need to be competent at working with foreign governments. Since their employees will be working with people from different cultures, they will need to leverage the unique skills of all and create cohesion.
5. Future-facing: Scanning the marketplace, identifying trends, and building new skill-sets will ensure long-term viability and sustainability. Competitiveness requires innovation proliferation, a culture of ongoing invention, creative thinking, and multiple-horizon thinking.
Leaders who can take collaboration to a new level in building their teams, and who can use the digital tools to their greatest effect, will direct their organizations into a dynamic future.
Carol A. Brey-Casiano, Director of Libraries, El Paso Public Library, US has presented 10 steps for the LIS professionals to emerge as great library leaders. They are:
Step 1: Find a good mentor/ Be a good mentor
Step 2: Learn how to follow first
Step 3: Be Visionary
Step 4: Be a Good Servant
Step 5: Take risks
Step 6: Take care of yourself
Step 7: Maintain a positive attitude
Step 8: Never turn down a leadership position, even if it means managing your kid’s soccer team
Step 9: Learn how to motivate people effectively
Step 10: Keep your sense of humor!
Decision making mechanisms
Decision-making is an important management process. Without decisions, nothing could be planned or accomplished. Decisions can be simple and well-defined, or complex and ill-defined. Decision making is defined as a course of action from among alternatives. Most managers consider decision making as the central part of their job because they have to constantly choose what is to be done, who is to do, when to do, where to do, how to do and so on. Decision making is at the core of the planning process.
Decision making process
Decision making is a process of determining a particular course of action after having considered the environment and a range of alternative solutions to a given problem. Though the contents are the same, different authors have aired different views while describing the process of decision making. While some have come up with four stages, some others have proposed five stages while a few have suggested eight stages. The steps in the four stage model are given below:
1. Premising
2. Identifying alternatives
3. Evaluating alternatives in terms of the goal sought, and
4. Choosing an alternative (making a decision)
The stages in the eight step model are the following:
1. The internal and external environment in which the decision is to take place is monitored.
2. The problem, the essential details and who is involved are investigated and defined. The exact nature of the problem is explored and diagnosed with the solution to the problem being seen as the goal.
3. Additional data is gathered.
4. Alternative solutions to the problem are generated. This involves consideration of the means by which the problem may be reduced or solved.
5. The alternatives are evaluated according to anticipated outcomes. The merits of each are assessed according to their probability of success.
6. One solution is chosen.
7. Authorization is obtained for the chosen solution before its implementation.
8. The results are then evaluated through monitoring and reviewing the outcomes. The decision making process has to begin again, if the results are found to be ineffective.
It can be seen that the first three steps are concerned with problem identification and the next five are problem-solving steps.
Another model with slightly different steps is presented in figure 1.
Fig: 1. Steps in decision making
Source: http://www.tutorialspoint.com/management_concepts/decision_making_process.htm
Decision making styles
There are four prominent decision making styles. They are: directive, analytical, conceptual and behavioural.
Directive style: Managers with a directive style are efficient and logical. But they have a low tolerance level for ambiguity. They are autocratic, have greed for power and maintain tight control. They take decisions quickly, even with little information without considering much on alternatives. Internal factors are considered but decisions will be of short range.
Analytical style: Compared to directive managers, analytical managers have a greater tolerance for ambiguity. Their decisions are based on careful analysis for which they need more information. Naturally they consider more alternatives in decision making. They are able to cope with new situations. They strive for maximum output.
Conceptual style: Conceptual managers have broader outlook. They are achievement-oriented and therefore consider many alternatives. They value commitments and integrity and are creative in finding solutions. Their focus is mainly n long-range issues and are future-oriented.
Behavioural style: This category is more concerned with the organization and is genuinely interested in the development of the people. They communicate easily and show empathy. They tend to be persuasive. Their focus is short or medium range. They use limited data and depend more on people for decision making.
Participative decision making
One of the emerging trends in decision making is participatory. Participative decision making is linked to leadership and organizational style. A behavioural leader is more likely to promote participative decision making than a directive leader. An open organization is more likely to encourage participative management than a bureaucratic one. The degree of individual or group participation in decision making is limited by such factors as ability, interest and skill of the leader. Knowledge, ability, and interest vary among individuals and groups. Organizational constraints and the subject of decision may prevent group decision-making.
Participative decision making is highly useful for resolving differences among group members. The sharing of norms and values and the communication process involved will positively influence the motivation of employees and result in less resistance. If individuals are included in decision making the outcomes are likely to be better. Also there will be better acceptance of the decisions. Individual inputs from group members will produce a wider range of viewpoints in the decision making process. This in turn leads to greater creativity in finding solution to problems. In the special library context, the stakeholders are likely to develop an increased awareness of the information services offered by it. This method gives an opportunity for the creative people to come up with new and unusual ideas which may lead to exceptionally brilliant decisions. Participative decision making which results in brainstorming also enhances the possibility of using invention and innovation. Invention pertains to the development or discovery of something new. Innovation, on the other hand, is the enhancement, adaptation and commercialization of new products, services or processes. In the fast changing information scenario buttressed by information and communication technology, there is tremendous scope for the use of creativity, invention and innovation in decision making in the special library environment.
Decision making in the context of libraries
Decision makers in the special libraries operate in a complex and sometimes uncertain environment. Therefore, sometimes decisions have to be taken based on intuition or what is perceived to be facts. Some of the decisions may involve emotions. It is important for information service managers to be aware that decision making is an emotional process. Feelings of self-worth, biases and experiences affect the emotional processing of decision making. Emotions also play a role in diagnosing and defining the problem, in selecting acceptable solutions and in the implementation of the situation.
A person’s position in the information service may influence the emotional importance attached to decision making. The value of the decision and its outcome may differ at varying levels within the information service and its parent organization. For example, a decision that is regarded as solving a troublesome issue at a work unit may appear to be insignificant to the Chief Librarian. On the contrary, a small decision taken at one level may lead to far reaching consequences at a later point of time. These points are to be borne in mind while taking decisions at libraries.
Summary
Special libraries have become integrated into the information and knowledge value chain of their parent organizations, achieving in that respect a huge advantage in comparison to public libraries. They are viewed as integrated parts of their parent organization’s information-rich infrastructure. For enabling the special libraries to function more effectively in the digital environment, library authorities of the respective libraries, their leadership and the resultant decision making process call for a transformational approach. Authority implies power derived from office or character or prestige. When the term authority is used in managerial settings, it usually refers to the power of position. The authority may be an individual, board of trustees, board of management, executive council at the institutional level. There can be authorities at the state or national level. Though the role of library authorities is well defined in the case of public libraries especially through the legislations, it is not so in the case of special libraries. However, the roles and responsibilities are more or less the same in spite of the differences in the composition.
Leadership is the art or process of influencing people so that they contribute willingly and enthusiastically toward group goals. Leadership demands followership. There are various approaches to the study of leadership. According to one approach leaders are classified into three: autocratic, democratic or participative and free-rein. Another classification is bureaucrat, the democrat, the visionary and the politician. Leadership issues in libraries are very important when deployment to ICTs is to be considered. The spoken and unspoken policies that have been used prior the change in the system should be brought forward and all the stakeholders should consider and weigh the issues critically. Before the commencement of the proposed changes, the top and middle managers in the library system especially should be made to see the need for change, the need to adapt, and the need to learn, even from younger ones if need be.
Decision making is the selection of a course of action from among choices or alternatives. Because there are always many alternatives to a course of action, decision makers should narrow them down to those few that are considered to be limiting factors. Creativity i.e. the ability and power to develop new ideas is important in decision making. Therefore, there is tremendous scope participative decision making. Here creative individuals can make a great contribution to the organization. Invention i.e. the development or discovery of something new and innovation i. e. the enhancement, adaptation of new products, services or processes also play a major role in decision making in the changing environment.
References
- Brey-Casiano, Carol A. Leadership qualities for future library leaders: Carol’s 10 steps to being a great library leader. Retrieved from http://www.library.illinois.edu/mortenson/book/10_brey-cassiano.pdf)
- Brimsek, T. A. & Leach, D. (1990). Special librarians to the core: Profiling with the MBTI. Special Libraries, 81 (4), 330-337
- Bryson, Jo. Managing information services: An integrated approach. Aldershot, UK, Gower, 1997.
- Bryson, Jo. Managing information services: A transformational approach. 2nd ed. Burlington, US, Ashgate Publishing, 2006
- Weirich, H., Cannice, M. V. & Koontz, H. Management: A global, innovative, and entrepreneurial perspective. 14th ed. New Delhi, McGraw Hill Education (India), 2013
- Yerkey, A.N. (1981). The psychological climate of librarianship values of special librarians. Special Libraries, 72 (3), 195-200