By John Lubans Jr.
In "Leading from the Middle," and different Contrarian Essays on Library management, John Lubans, Jr., argues for democratic library organisations with shared management and choice making by way of leaders and fans. His publication distills 15 years worthy of management essays to increase a concept of a collaborative and empowering management, bearing on such matters as teamwork, empowerment, "followership," demanding situations, values, training, self-management, collaboration, communique, and strategies and tools.Lubans's 36 essays draw new and insightful views on management from disparate geographical regions: shuttle, activities, song, retail companies, and airways. the entire essays were edited and revised for this publication and plenty of were broadly up to date with new fabric and epilogues. The essays move from the author's adventure as a manager/leader, his instructing of the subject, and his examine into and experimentation with organizational management. Insights and proposals are tempered through a candid mirrored image on successes accomplished and blunders made.
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Additional info for Leading from the Middle, and Other Contrarian Essays on Library Leadership (Beta Phi Mu Monograph Series)
The definitive study on teams is by Katzenbach and Smith (2001). 1): •â•‡ Element 1. The team’s purpose/mission is clear and understood by each team member. Although the mission may be stated by the executive, the best statements of purpose/mission are done in collaboration between the team and the library’s leadership. It is essential that team members understand the administration’s commitment and support for the team’s purpose/mission and that it is congruent with the overall mission of the library.
Indeed, our teams were half baked. We meant well and we achieved much, but not fully engaging all that does go into the development of best teams did diminish our effectiveness. We had little difficulty in gathering the abundance of low-hanging fruit— those internal-to-TS processes, some redundant, that were easily merged, eliminated, or simplified. But harvesting the high fruit—often outside of TS in walled-off orchards, surrounded by moats brimming with faculty crocodiles— would have required all the skills and attributes of high-achieving teams.
The reader should have no illusions that effective teams are easily implemented or that teamwork is intuitive. Everything depends on the organization’s commitment to and the value top leaders place on teamwork. I hope what I have learned from my numerous mistakes in working with teams can lead to the reader’s better understanding of team concepts. Like Continuous Improvement and Management by Objective, and unlike fads like the One Minute Manager or the FISH Philosophy, teamwork has a solid base of proven theory and results to support its use.