Who's next? Research predicts museum leadership gap

A brief commentary from the Museum Association of New York (MANY) on the unprecedented gap posed by baby-boomer retirement. Based, in part, on MANY's white paper, “Who's Next? Questioning the Future of Museum Leadership in New York State,” this essay deals with questions of succession, leadership and general differences in New York's museum community.     

谈档案工作"统一领导"与"分级管理"的合理结合

1987年，我国《档案法》明确规定：“档案工作实行统一领导，分级管理的原则”。距今已经十几年了，但在认识上和实践中，仍有不少人简单地将该原则等同于“集中统一管理”原则，片面强调“统一领导，分级管理”的核心和实质就是“集中统一管理”，似乎“集中统一”的程度越高，便显得越正确，越是坚持了原则。这种认识上的误区，直接导致了档案行政管理中统得过死，管得过多，片面性，一刀切，过度强调整齐划一，经常忽视因地制宜等诸多弊端。因此，在档案工作中，     

More Than Just a Student Voice: Facilitating Student Leadership Development Through the Library Student Liaison Program

This article explores how the library-student liaison program at Eastern Washington University (EWU) Libraries has evolved into an opportunity for students to develop leadership skills. Originally designed to foster better communication between the EWU Libraries and students enrolled at the university, we recognized that the process of achieving established goals for the program provided a vehicle for students' leadership-skill development. To facilitate the leadership process, librarians employed the Social Change Model. Designed specifically for college students, this model engages the student to develop individual capacities to strengthen group activities that foster positive changes in the community and society.     

Leadership Reflections: Resiliency in Library Organizations

Similar to individuals, organizations display characteristics that speak to qualities and abilities. Our guest writer, Lisa Bodenheimer, discusses a trait that is critical for library organizations during this period of constant change and transformation. Resiliency is the ability to rebound and flex as circumstances shift enabling an organization to thrive and adjust during difficult times. This skill is typically developed through experiences, but, as Ms. Bodenheimer outlines, organizations are able to strategize in order to build employee and organizational resilience. Such a proactive approach will enable a library organization to better weather challenging situations and times as difficulties will enviably occur. The following article provides practical suggestions for library organizations that will enable them to be more successful while leading and managing in a changing environment.     

Strength in Numbers: Encouraging Every Staff Member to Work to Capacity

Libraries play a critical role in enhancing the learning landscape of the schools they support. In order for any library to become a powerhouse and a community meeting place, all library team members need to align with the library's vision, own it and begin to add their own strengths and talents purposefully. This article explores practical strategies for developing a visionary team, including supportive leadership, daily stand-up meetings, weekly staff meetings, special-focus teams, rostering and the “five conversations” approach. These effective strategies can be implemented across a broad range of library workforce contexts in order to ensure the most effective workforce teams are built.     

On the same page: Improving the connection between public services units in academic libraries

Communication quality between public service units in academic libraries can make the difference between mediocre and exceptional service. If units do not communicate well, patrons may receive inaccurate information and experience short-term frustration, leading to long-term damage to the library's reputation. Poor communication creates adverse effects on employees through decreased productivity, negative work culture, and low morale. This article explores the importance of quality communication through a review of the literature and a case study at one academic library. The authors share practical communication improvement strategies for libraries of every size and fiscal ability.     

A Follower-Centric Approach to Leadership in the Newsroom

This article analyses leadership in the newsroom of the Spanish newspaper El País as well as its impact on the craft of journalism more generally. Through 23 in-depth interviews, we try to elucidate how the newsroom constructs its leaders (in the newsroom, what does it mean to be a leader?), paying particular attention to the main skills considered to be necessary. According to our newsroom findings, not all heads of section or editors-in-chief are leaders, a fact that questions formal authority relations and proclaims expertise and know-how as discriminatory skills. This study emphasizes that the collective recognition of a leader is not an ultimate disposition, but can vary over time: consequently leaders who do not achieve the professional requirements of the newsroom can be denied the status, despite their expertise and experience. Our findings indicate that leaders at El País are those journalists (no matter what their positions) with strong capacities and skills (fundamentally experience, expertise and creativity) to manage form (relationships) and substance (contents) in the daily work of the newsroom. In short, journalists seen as leaders combine reiterated and strong qualities and merit, graphically reflected in the texts they have published for years in the newspaper.     

军人企业家领导特质研究——以万科集团总经理王石为例

全球众多成功的知名企业家中有很多都是军人出身,因而有人评论说世界上最大最优秀的商学院不是哈佛,不是斯坦福,而是西点军校。为此,本文首先运用文献分析法,探讨了军旅生活塑造了军人哪些独特的品质;采用案例分析法,对万科集团总经理王石的个案进行了深入分析。研究发现,军队造就了军人企业家与众不同的特质,而这些特质又很大程度上影响了他们的经营决策,进而帮助这些企业家领导企业走向成功。     

Coordinating multiple representations of polynomials: What do patterns in students' solution strategies reveal?

We investigate the strategies used by 64 advanced secondary mathematics students to identify whether a given pair of polynomial representations (graphs, tables, or equations) corresponded to the same function on an assessment of coordinating representations. Participants also completed assessments of domain-related knowledge and background skills. Cluster analysis of strategies by representation pair revealed patterns in the participants' strategy use. Two clusters were identifiable on tasks that required matching equations to graphs and graphs to tables. We identified overlap between these two clusters, suggesting that while the representation pair influenced strategy choice, there was also a general distinction between students who used more and less sophisticated strategies. However, students who used more sophisticated coordination strategies were similar to the others on measures of domain-specific knowledge or background skills. We consider implications for future investigations testing interventions to promote coordinating representations.