Leadership in the Library and Information Profession: Theory and Practice

Citation

Hendry, J.D. (2002), "Leadership in the Library and Information Profession: Theory and Practice", Library Review, Vol. 51 No. 8, pp. 426-426. https://doi.org/10.1108/lr.2002.51.8.426.3

New publications are often described by reviewers as “timely”. In the case of Britain’s public library profession, this contribution from the US could not be more timely. Bob Underwood’s research on the public library workforce in the UK has recently been published by Resource under the title Recruit, Retain and Lead. This UK publication has started a long overdue and badly needed debate on recruitment, retention, training, and especially leadership in the British public library profession. Mark Winston’s Leadership in the Library and Information Science Profession should inform and contribute to that debate. Especially, leadership. As Donald Riggs writes in the first essay:

Without strong, dynamic and necessary leadership, libraries are certain to drift backwards into the future.

However, this is not a doom and gloom collection of essays, but rather an upbeat, positive and refreshing collection of ideas and experiences. There are more than 120,000 libraries in the US. The challenges these face vary from the demands of various publics and clients, issues of accountability, growing numbers of competitors, as well as increasingly competitive environments in relation to financial resources and talent. There are also increasing expectations of library staff that they be involved in decision making, and the ever‐growing proliferation of information technology. If all this were not enough, there has also been a plethora of organisational changes such as participative management, team‐based decision making, flattened hierarchies and matrix organisational structures. To recognise that there is a need for leadership and inspired leadership at that, is a considerable understatement!

The essays range from “Recruitment theory”, to “Leadership in the virtual library”, and “The colour of leadership”. For this reviewer the most challenging essay is Betty Turock’s “Women and leadership”. Here the evolution of thought about women and readership is set against the background of feminine research and theory. As a young librarian – many years ago – I was puzzled as to the reasons for a small minority of the library profession (men) occupying the vast majority of promoted library management posts. Yet a large majority of professional librarians were women; and many of whom seemed to me, in my naivety, to be far more capable than their managers; who were, invariably, men. This essay in particular should be required reading for library professionals everywhere, and not only in library and information departments in higher education, but as an intrinsic part of programmes for continuing professional development.

I very much hope that this collection, perhaps because rather than despite the fact that it is an American publication, and an American experience, will receive wide circulation in Britain. For it can make a positive contribution to the serious, vital debate about leadership in Britain’s public libraries. Indeed it would and should contribute to such a debate amongst library professionals wherever there are libraries, and a need for librarians who can champion them.