Cited by 33Leadership and Management in OrganizationsLibrary Science and Information LiteracyLibrary Science and Information

The DOI matches its Crossref record; 2 of the 2 references it cites were found in a registry or an index.

What Do Academic Librarians Value in a Leader? Reflections on Past Positive Library Leaders and a Consideration of Future Library Leaders

Open access
Martin, Jason·2018·College & Research Libraries

Abstract

A joke among managers is that managing and leading people is akin to herding cats. People can be fickle and idiosyncratic and do what they want, when they want, in seeming defiance of all tenets of logic. For good or bad, people are led by the emotions in their hearts far more than the critical thoughts in their brains. But this does not mean people are irrational actors floundering to and fro. Even cats have a method to their madness. Members of organizations like libraries want certain things from their leaders beyond mere competence. Followers want particular actions and certainties from their leaders in crises as well as banal times. While some people will never respond to leadership for a myriad of reasons, the vast majority will when they are presented with a leader that possesses the kinds of characteristics meaningful to them and not just to a leadership theorist.

Overview

The claims and statistics of this paper haven’t been checked yet.

Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.

A few free checks a day · papers already verified open instantly · results are public

Integrity signals

Registry

Crossref · 10.5860/crl.79.6.799

Cites

2 of 2 references verified0 citation errors · 0 not checkable

Statistics

Verification

Claims the paper makes

The claims and statistics of this paper haven’t been checked yet.

Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.

A few free checks a day · papers already verified open instantly · results are public

Claims other papers make about this one

Each is checked against this paper’s own text: does it say what the citing paper says it does?

Self-check

Percentages, sums and reported differences re-computed from the paper’s own numbers.

The self-check needs the paper’s full text.

Citations

Cites

Show all 2 references

Research works printed but not linked: 36

  1. Robert Stogdill, "Leadership, Membership, and Organization," Psychological Bulletin 47, no. 1 (1950): 3.
  2. Michelle Bligh, Jeffrey Kohles, and Rajnandini Pillai, "Romancing Leadership: Past, Pres- ent, and Future," Leadership Quarterly 22, no. 6 (2011): 1071.
  3. Bruce Avolio, "Promoting More Integrative Strategies for Leadership Theory Building," American Psychologist 62, no. 1 (2007): 125-33.
  4. Avolio, "Promoting More Integrative Strategies for Leadership Theory Building"; Arlene Haddon, Catherine Laughlin, and Corinne McNally, "Leadership in a Time of Financial Crisis: What Do We Want from Our Leaders?" Leadership and Organizational Development Journal 36, no. 5 (2015): 612-27.
  5. Katherine Klein and Robert House, "On Fire: Charismatic Leadership and Levels of Analysis," Leadership Quarterly 6, no. 2 (1995): 183-98.
  6. Petros Malakyan, "Followership in Leadership Studies: A Case of Leader-Follower Trade Approach," Journal of Leadership Studies 7, no. 4 (2014): 6-22.
  7. Robert Kelley, "In Praise of Followers," Harvard Business Review 66, no. 6 (1988): 142-48.
  8. Thomas Sy, "What Do You Think of Followers? Examining the Content, Structure, and Consequences of Implicit Followership Theories," Organizational Behavior & Human Decision Processes 113, no. 2 (2010): 73-84.
  9. Keith Grint, Leadership: Limits and Possibilities (New York: Palgrave Macmillan, 2005).
  10. Tony Manning and Bob Robertson, "A Three Factor Model of Followership: Part 1-Intro- duction to Followership, Leadership, and the Three Factor Model of Leadership," Industrial and Commercial Training 48, no. 6 (2016): 277-83;
  11. Linda Smircich and Gareth Morgan, "Leadership: The Management of Meaning," Journal of Applied Behavioral Science 18, no. 3 (1982): 257-73.
  12. Melissa Carsten, Mary Uhl-Bien, Bradley West, Jaime Patera, and Rob McGregor, "Exploring Social Constructions of Followership: A Qualitative Study," Leadership Quarterly 21, no. 3 (2010): 543-62;
  13. Howell and Mendez, "Three Perspectives on Followership." 23. Mats Alvesson and Martin Blom, "Less Followership, Less Leadership? An Inquiry into the Basic but Seemingly Forgotten Downsides of Leadership," M@n@gement 18, no. 3 (2015): 266-82.
  14. David Collinson, "Rethinking Followership: A Post-Structuralist Analysis of Follower Identities," Leadership Quarterly 17, no. 2 (2006): 179-89.
  15. Jane Howell and Boas Shamir, "The Role of Followers in the Charismatic Leadership Process: Relationships and Their Consequences," Academy of Management Review 30, no. 1 (2005): 96-112.
  16. Uhl-Bien, Riggio, Lowe, and Carsten, "Followership Theory"; Micha Popper, "Toward a Theory of Followership," Review of General Psychology 15, no. 1 (2011): 29-36.
  17. Bligh, Kohles, and Pillai, "Romancing Leadership: Past, Present, and Future." 30. Alice Eagly and Mary Johannsen-Schmidt, "The Leadership Styles of Women and Men," Journal of Social Issues 57, no. 4 (2001): 781-97.
  18. Sabine Sczesny, Janine Bosak, Daniel Neff, and Birgit Schyns, "Gender Stereotypes and the Attribution of Leadership Traits: A Cross-Cultural Comparison," Sex Roles 51, no. 11/12 (2004): 631-45.
  19. Gary Powell, Anthony Butterfield, and Jane Parent, "Gender and Managerial Stereotypes: Have the Times Changed?" Journal of Management 28, no. 2 (2002): 177-93.
  20. James Pounder and Marianne Coleman, "Women-Better Leaders than Men? In General and Educational Management It Still 'All Depends,'" Leadership & Organization Development Journal 23, no. 3/4 (2002): 122-33.
  21. Paul Arsenault, "Validating Generational Differences: A Legitimate Diversity and Leader- ship Issue," Leadership & Organization Development Journal 25, no. 1/2 (2004): 124-41.
  22. Mecca Salahuddin, "Generational Differences Impact on Leadership Style and Organiza- tional Success," Journal of Diversity Management 5, no. 2 (2010): 1-6.
  23. Carsten et al., "Exploring Social Constructions of Followership." 38. Tom Rath and Barry Conchie, Strengths Based Leadership (New York: Gallup Press, 2008).
  24. Jolie Graybill, "Millennials among the Professional Workforce in Academic Libraries: Their Perspective on Leadership," Journal of Academic Librarianship 40, no. 1 (2014): 10-15.
  25. Elaine Biech (Alexandria, Va.: ASTD Press, 2010), 327-38. 41. Ibid.
  26. John Maier, "The Future of Academic Libraries: Conversations with Today's Leaders about Tomorrow," portal: Libraries and the Academy 16, no. 2 (2016): 263-88.
  27. Gabrielle Ka Wai Wong, "Leadership and Leadership Development in Academic Libraries: A Review," Library Management 30, no. 2/3 (2017): 153-66.
  28. Patricia Kreitz, "Leadership and Emotional Intelligence: A Study of University Library Directors and Their Senior Management Teams," College & Research Libraries 70, no. 6 (2009): 531-54.
  29. Shorlette Ammons-Stephens, Holly J. Cole, Keisha Jenkins-Gibbs, Catherine Fraser Riehle, and William H. Weare Jr., "Developing Core Leadership Competencies for the Library Profession," Library Leadership & Management 23, no. 2 (2009): 63-74.
  30. Binh Le, "Academic Library Leadership in the Digital Age," Library Management 36, no. 4/5 (2015): 300-14.
  31. Mats Alvesson, "Leadership Studies: From Procedure and Abstraction to Reflexivity and Situation," Leadership Quarterly 7, no. 4 (1996): 455-84. 50. Ibid.
  32. Mats Alvesson and Stefan Sveningsson, "The Great Disappearing Act: Difficulties in Doing 'Leadership'," Leadership Quarterly 14, no. 3 (2003): 359-81.
  33. Sheila Fram, "The Constant Comparative Analysis Method outside of Grounded Theory," Qualitative Report 18, no. 1 (2013): 1-25;
  34. Barney Glaser, "The Constant Comparative Method of Qualitative Analysis," Social Problems 12, no. 4 (1965): 436-45.
  35. Hennie Boeije, "A Purposeful Approach to the Constant Comparative Method in the Analysis of Qualitative Interviews," Quality & Quantity 36, no. 4 (2002): 391.
  36. Mary O'Connor, F. Ellen Netting, and M. Lori Thomas, "Grounded Theory: Managing the Challenge for Those Facing Institutional Review Board Oversight," Qualitative Inquiry 14, no. 1 (2008): 28-45.

Cited by

Sorted by citations

Metadata

Authors
Martin, J.
Affiliations
Middle Tennessee State University (US)
Corresponding author
Martin, Jason
Venue
College & Research Libraries
Published
2018
Volume
79
Issue
6
Pages
799-821
ISSN
  • 0010-0870 (ISSN-L)
  • 2150-6701
OpenAlex
W2781785715
Cited by
33
References
2
Citations by year
2026: 2 · 2025: 3 · 2024: 5 · 2023: 3 · 2022: 7 · 2021: 2 · 2020: 6 · 2019: 3 · 2018: 1
FWCI
5.01
Type
journal article
Language
en
Open access
Licence
cc-by-nc
Locations
College & Research Libraries (publishedVersion, cc-by-nc)
Topics
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
  • Social Sciences › Library and Information Sciences › Library Science and Information Literacy
  • Social Sciences › Library and Information Sciences › Library Science and Information
Keywords
academic librarians, library leadership, leadership qualities, leader characteristics, library management

About these checks

Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.

Statistics and arithmetic are recomputed, not judged.

Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.

What counts as a claim ›How we measure confidence ›How we check this ›

Are you an author, or do you see a problem with this page? Request a review