LeadershipandStaffManagementinUniversity Libraries:AComparativeStudyofthreeUniversity LibrariesofNorthernIndia.

VinodKumar, AssistantLibrarian, GuruJambheshwarUniversityofScience&Technology,Hisar AbhaSharma,

Librarian,
HaryanaSpaceApplicationCentre,Hisar HarbhajanBansal,

Professor,
HaryanaSchoolofBusiness, GuruJambheshwarUniversityofScience&Technology,Hisar

StructureoftheTopic
Library LibraryManagement Leadership Managerv/sLeader LeadershipStyles StaffManagement Leadership&StaffManagement Suggestions Conclusion

LIBRARY
Whatever may the types of libraries, collection, organization and dissemination remain the primaryfunctions. An organized collection of books and other reading and audiovisual materials, and the services of a staff able to provide and interpret such materials as are required to meet the informational, research, educational or recreationalneedsofitsusers Barua.

LibraryManagement
Library management is a subdiscipline of institutional management that focuses on specificissuesfacedbylibraries. Library management includes normal management tasks as well as intellectual freedom, anticensorship and fundraising tasks.

NeedforLibraryManagement
The dynamic growth and abundance of information on the one hand and advancement in information communication technologies on the other have openedthevistasofapplyingmanagementpracticesinthelibraries. It is a challenge for the libraries to filter and deliver the most useful information fromthevastquantityavailableanywhere.

Library professionals need to manage the library resources man, money, machine, materials in order to meet the increasing demand of quality library servicestotheirusers.
Increasing costs of information products, shrinking budget, and increasing fees haveenhancedtheaccountabilityofuniversitylibraries. Application of IT in libraries has extended the scope of library services and accordingly enhanced the expectations of users for high quality information services.

Leadership
Leadership is a process by which a person influencesotherstoaccomplishanobjectiveand directs the organization in a way that makes it morecohesiveandcoherent. The administrative effectiveness of the library depends upon the character, knowledge and administrative skill of the librarian and the principalassistantswhoaidhiminadministering thelibrary.

ManagementandLeadership
Managementisdoingthingsright; Leadershipisdoingtherightthings.
PeterDrucker

ManagersversesLeaders
Managersdictate,leadersinspire Leadersleadbyaskingquestions,notbyissuing instructions Leadersdostrategy,managersdodetails Themanageradministers;theleaderinnovates. Themanagermaintains;theleaderdevelops. Themanageracceptsreality;theleaderinvestigatesit. Themanagerfocusesonsystemsandstructures;the leaderfocusesonpeople.

Themanagerreliesoncontrol;theleaderinspires trust

ManagersversesLeaders...
Themanagerhasashortrangeview;theleaderhasalong rangeperspective. Themanageraskshowandwhen;theleaderaskswhatand why. Themanagerhashisorhereyealwaysonthebottomline;the leaderhashisorhereyeonthehorizon. Themanagerimitates;theleaderoriginates. Themanageracceptsthestatusquo;theleaderchallengesit. Themanageristheclassicgoodsoldier;theleaderishisorher own
http://www.slideshare.net/verzosaf/libraryleadership

LeadershipStyles
AutocraticLeadership
Anautocraticleadershipisaonesidedwayinwhichtheleader runshisbusiness.Theleadertellsthepeoplewhattodo,he decidesthetargetsandhehimselfensuresthattheworkgets done.Hedoesnotencouragecriticismofhisways,orany suggestionsofanysort. The autocraticleadershipstyle workswellifthereisaleader whoisquitesimplythebestatwhathedoes.Ifnot,itcanbe disastrous.

LeadershipStyles
LaissezFaireLeadership
Inthelaissezfaireleadershipstyle,theleadertrustshis subordinatestodothejobfairlywellbythemselveswithout havingtobrandishastickatthem.Heonlyfocusesonthe intellectualpartofhiswork.Heencourageshissubordinates tocomeuptohimandgivesuggestions,whichhefeelswill workinfavorofthebusiness. Thisleadershipstyleswillworkonlyifyouhaveanintelligent andcommittedworkforceotherwisethewholesystemwillbe collapsed.

LeadershipStyles
ParticipativeLeadership Thethirdandlastoftheleadershipstylesinmanagementisa mixofthetwo.Theroleofleadershipinmanagementhereis toencouragetheparticipationofhisteammembersin makingthedecision.Thecommunicationinthisstyleof leadershipisdecidedlytwoway.Theleadertellsthe subordinatewhattodoandthesubordinateinturntellsthe leaderhisexperienceandifanychangesarerequiredinorder tomakeitamore effectiveleadershipstyle.

Methodology
The study is carried out in the libraries of three universities namely Kurukshetra University, Kurukshetra, Panjab University, Chandigarh and UniversityofJammu. The objective of the study is to know the perception level of library authorities towards application of leadership and staff management dimensionsintheuniversitylibraries.

Methodology
Thedataiscollectedinpersonbyvisitingthe librariestoavoidanyambiguity.Thedatais collectedbyusingaquestionnaireonLikertsfive pointsscale.Thefivepointsrepresents 1=StronglyAgreed, 2=Agreed, 3=PartiallyAgreed, 4=Disagreedand 5=StronglyDisagreed.

To know the librarians view, total 8 statements are taken into consideration under the leadership dimension of management as shown in the table. A peep at this table makes it clear that the best average score 1 is observed in the statement I recognize performances on team basis rather on individual basis and the worst score 2.67 is observed in two statements I believe that all of us have more or less equal potential and I praise orally in public for outstanding performance and condemn privately for poor performance. The average score is observed as 1.7 which is closer to agreed category. The best average score across all the eight statements under leadership dimension is observed in PUC (1.63) followed by KUK (1.88) which is near to agreed category. The worst score of 2.25 is observed in UoJ.

Leadership
1 Leadership plays a vital role in providing effective and efficient library services 2 I prefer to work as facilitator and motivator rather as authoritarian 3 I consider the importance of different teams for the improvement of processes, procedures and practices 4 I recognize performances on team basis rather on individual basis 5 I believe that all of us have more or less equal potential 6 I praise orally in public for outstanding performance and condemn privately for poor performance 7 I believe that person at the top is in the best position to make major decisions 8 I can easily categories my subordinates as good and bad
Average

Universities
KUK PUC UoJ Average

2 2

1 1

1 2

1.33 1.67

1 1 2

2 1 2

2 1 4

1.67

1.00 2.67 2.67

2.33 2.00

2 3

1 2

4 1

1.88 1.63

2.25

1.7

StaffManagement
Staff in any organization is the crucial resource to manage.Librariesarealsonotanexception. Staff management is the management of the subordinatesinanorganization. In large organizations, many of these functions are performed by a specialist department such as Personnel or Human Resources, but all line managers are still required to supervise and administer the activities and wellbeing of the staff that report to them

StaffManagementinLibraries
The librarians should be familiar with the principles and practices of personnel management in order to involveallstaffinparticipativemanagement. The success of library services depends on the interaction between the staff at different levels. The personnel management in library may include the factors such as delegation of authority, unity of command, staff training, good working environment, job description, good communication among staff, staffmeetingsandhealthyrelationsamongstaff.

Theaveragescoresobservedfor9statementsrelatedtostaffmanagementin threeuniversitiesisshownintable. Thebestaveragescore1.33 isobservedinfourstatementsi.e. Suggestionsarealwayswelcomedfromlibrarystaff, Library Staff is considered as an asset to be developed rather than commoditytobeused, Ihavefaithinmysubordinatesability,potential,knowledgeandskills & Thestaffismotivatedonregularbasisforbeingqualityconsciousness. The worst score 2.00 is observed in two statements To make better communication with the sections heads, telephone/ intercom facility is providedinallsections andIhelpmysubordinatesincareerplanning. The average score i.e. 1.43 is observed in all the 9 statements in all the three universities which is almost in between strongly agreed and agreed categories. The best average score (1.22) is observed in PUC followedby1.33inUoJwhichareveryneartostronglyagreed category. Theworstscoreof2.22 isobservedinKUKwhich isoverandabove the agreedcategory.

Staff Management
1 Suggestions are always welcomed from library staff. 2 Library Staff is considered as an asset to be developed rather than commodity to be used 3 I have faith in my subordinates ability, potential, knowledge and skills 4 To make better communication with the sections heads, telephone/ intercom facility is provided in all sections. 5 Reasonable Authority is delegated to the Staff responsible for a particular Job 6 The staff is motivated on regular basis for being quality consciousness. 7 I want to use workers heads and hearts in addition to their hands 8 Staff is encourage for further education and training for improvement 9 I help my subordinates in career planning. Average

Universities
KUK PUC UoJ Average

2 2 2 2 3 2 2 3 2

1 1 1 1 1 1 2 1 2

1 1 1 3 1 1 1 1 2 1.33

1.33 1.33 1.33 2.00

1.67

1.33
1.67 1.67

2.00
1.43

2.22

1.22

LeadershipandStaffManagement
It becomes evident from table that the average score for leadership dimension is 1.7 whereas the average score for staff managementis1.43.Thescoreofleadershipdimensionisbetterin PUC(1.63)andKUK(1.88)ascomparedtoUoJ(2.25). Ontheotherhand,scoreofstaffmanagementshowsthedifferent storywhereitisbetterinPUC(1.22)andUoJ(1.33)ascomparedto KUK(2.22). PUC has the best score of 1.43 as compared to 1.79 of UoJ and 2.05 of KUK. Dimensionwise better score is observed in staff management (1.43) as compared to leadership (1.7) against the average(1.57)score.

LeadershipandStaffManagement
Average Score Leadership Staff Management Total Average score
KUK PUC
1.88 1.63

Average UoJ Score

2.25

1.7 1.43 1.57

2.22

1.22

1.33

2.05 1.43

1.79

Suggestions:
The librarian of UoJ should take appropriate action to motivate the staff and believe in the strength, ability and knowledgeofthesubordinatestaff. He should take appropriate steps to develop better communication, good human relations amongst the library staff. OntheothersidethelibrarianofKUKshouldtakeactionfor better staff management by involving them in the decision making process. An environment of participative management by calling meetings of section heads and line staffneedtobecreated. The staff needs to be encouraged for further education and training.Theymustbemotivatedforbeingqualityconscious.

Conclusion:
The days have gone when it was believed that managersarebornnotcreated. Theuniversitylibrariesrequireenormousresourcesto cater to the informational needs of the students, researchersandfacultymembers. To manageman,money,machinesandmaterials,the librariansrequiregoodmanagerialskills,interpersonal communication skills, and good public relations. The librariansshouldhavegoodleadershipqualityinorder to motivate the staff and to explore the maximum utilizationoftheresources.

Conclusion:
Unless we have such a planned approach to service deliveryandthemeasurementofquality,wewillfind it very difficult to survive and establish our role as informationprovidersinthenextmillennium. A librarian having good leadership quality can only leadthelibraryanditsstaffintherightdirection. Ifthelibrarystakeholdersaresatisfiedandemployees of the library put their best in serving the library and happywiththeirjob,thelibrarymanagerhasdonehis job.

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