Duane Webster’s Contributions to Duane Webster’s Contributions to Leadership DevelopmentLeadership Development

In Research Libraries, 1970-2008In Research Libraries, 1970-2008

Celebrating the Career of Duane WebsterCelebrating the Career of Duane WebsterColumbia University, April 25, 2008Columbia University, April 25, 2008

Joseph J. BraninJoseph J. BraninDirector of Libraries, The Ohio State UniversityDirector of Libraries, The Ohio State University

Problems in University Library Management, Booz, Allen & Hamilton, Inc., Association of Research Libraries, 1970

•Planning•Objectives/Requirements•Operations•Organization•Staffing•Facilities•Financing•Inter-institutional Arrangements

Creation of the ARL Office of Management Studies (OMS)

Management Review and Analysis Program (MRAP)

Management Skills Institutes

““The Management of Change and Improvement in The Management of Change and Improvement in Academic Libraries,” Duane Webster, IFLA, 1974Academic Libraries,” Duane Webster, IFLA, 1974

In the future, the demanding nature of academic libraries In the future, the demanding nature of academic libraries will result in new leadership requirements for the library will result in new leadership requirements for the library managers. These new leaders will need: managers. These new leaders will need:

a talent for consensus, a talent for consensus, a tolerance for ambiguity, a tolerance for ambiguity, and an enjoyment of complexities. and an enjoyment of complexities.

Increasingly, these managers will actIncreasingly, these managers will act to accelerate change, to accelerate change, to make choices others won’t make, to make choices others won’t make, to bring about cooperation in the midst of disagreement, to bring about cooperation in the midst of disagreement, and to employ skillfully the array of experts needed to operate and to employ skillfully the array of experts needed to operate

libraries.libraries.

Shelley Phipps Interview, 1995Shelley Phipps Interview, 1995

““I remember he emphasized the value of I remember he emphasized the value of mentoring and continuing to learn management mentoring and continuing to learn management and leadership skills.” and leadership skills.”

““The things OMS was training for in the The things OMS was training for in the seventies proved to be the foundation for seventies proved to be the foundation for management in the nineties. We were talking management in the nineties. We were talking about management as leadership back then!”about management as leadership back then!”

Maureen Sullivan Interview, 1995Maureen Sullivan Interview, 1995

“ “We have kept data on the Myers-Briggs Type We have kept data on the Myers-Briggs Type Indicator and the Personal Profile Instrument. Indicator and the Personal Profile Instrument. We’ve definitely seen changes in the personal We’ve definitely seen changes in the personal profile over the past two decades. In 1980, the profile over the past two decades. In 1980, the dominant style among librarians who attended dominant style among librarians who attended our institutes was “steadiness” – it reflected a our institutes was “steadiness” – it reflected a passive environment. Now in 1995, there is an passive environment. Now in 1995, there is an increase of people on the active side, people increase of people on the active side, people who want to influence the environment.”who want to influence the environment.”

Examples of Leadership ProgramsExamples of Leadership Programs

OMS Institutes in Management and Leadership OMS Institutes in Management and Leadership Skills Skills Consultant Training Program Consultant Training Program CLR Academic Library Management InternshipsCLR Academic Library Management InternshipsLibrary of Congress Leadership Development Library of Congress Leadership Development Program, Program, the Leadership and Career Development the Leadership and Career Development Program for Minority Librarians Program for Minority Librarians ARL Research Library Leadership Fellows ARL Research Library Leadership Fellows Program Program

““Learning to Lead: An Analysis of Current Training Learning to Lead: An Analysis of Current Training Programs for Library Leadership,” Mason and Programs for Library Leadership,” Mason and

Wetherbee, Wetherbee, Library TrendsLibrary Trends, 2004, 2004

““The ARL deserves special mention as a long-The ARL deserves special mention as a long-time leader in offering a menu of leadership and time leader in offering a menu of leadership and management programs. ARL, through its Office management programs. ARL, through its Office of Leadership and Management Services, has of Leadership and Management Services, has been providing leadership activities for academic been providing leadership activities for academic libraries for more than twenty-five years and has libraries for more than twenty-five years and has the longest and most consistent record of the longest and most consistent record of promoting leadership training and skills-building promoting leadership training and skills-building training programs in the profession. Thousands training programs in the profession. Thousands of librarians, primarily from academic institutions, of librarians, primarily from academic institutions, have benefited from one or more of the OLMS have benefited from one or more of the OLMS programs, services, publications, consultations, programs, services, publications, consultations, or training workshops offered over the years.”or training workshops offered over the years.”

““University Library Directors in the Association of University Library Directors in the Association of Research Libraries: The Next Generation,” Hernon, Research Libraries: The Next Generation,” Hernon,

Powell, and Young, Powell, and Young, College & Research LibrariesCollege & Research Libraries, 2002, 2002

Leadership AttributesLeadership Attributes

building a shared vision for the library building a shared vision for the library

managing and shaping changemanaging and shaping change

functioning in a political environmentfunctioning in a political environment

developing a campus visibilitydeveloping a campus visibility

building consensus in carrying out building consensus in carrying out strategic directionsstrategic directions

““Academic Library Directors: What Do They Do?” Academic Library Directors: What Do They Do?” Hernon, Powell, and Young, Hernon, Powell, and Young, College & Research College & Research

LibrariesLibraries, 2004, 2004

““Because leadership is both a present and a Because leadership is both a present and a future-oriented activity, one should always future-oriented activity, one should always be thinking about next steps and nurturing be thinking about next steps and nurturing those capabilities that will facilitate its those capabilities that will facilitate its arrival.”arrival.”

Duane Webster’s Contributions to Duane Webster’s Contributions to Leadership DevelopmentLeadership Development

In Research Libraries, 1970-2008In Research Libraries, 1970-2008

Celebrating the Career of Duane WebsterCelebrating the Career of Duane WebsterColumbia University, April 25, 2008Columbia University, April 25, 2008

Joseph J. BraninJoseph J. BraninDirector of Libraries, The Ohio State UniversityDirector of Libraries, The Ohio State University