Book contents
- Frontmatter
- Contents
- List of figures
- List of tables
- List of case studies
- Acknowledgements
- 1 Leadership, management and teamwork today
- 2 Getting started
- 3 Strategic leadership
- 4 Confident leadership and management
- 5 Leading and managing your team
- 6 Managing the work
- 7 Project management
- 8 Introducing and managing change
- 9 Communications
- 10 The people side of management
- 11 Managing money
- 12 Lifelong professional development
- Index
12 - Lifelong professional development
Published online by Cambridge University Press: 01 June 2019
- Frontmatter
- Contents
- List of figures
- List of tables
- List of case studies
- Acknowledgements
- 1 Leadership, management and teamwork today
- 2 Getting started
- 3 Strategic leadership
- 4 Confident leadership and management
- 5 Leading and managing your team
- 6 Managing the work
- 7 Project management
- 8 Introducing and managing change
- 9 Communications
- 10 The people side of management
- 11 Managing money
- 12 Lifelong professional development
- Index
Summary
Introduction
This chapter is concerned with lifelong professional development, and the first part considers group approaches to learning, including: management and leadership programmes; courses, conferences and workshops; and professional organizations. The second part considers a range of learning activities. Many of these are an integral part of management and leadership programmes, and they include: action learning; coaching; learning in the workplace; mentoring; personal development portfolios; reflection; and volunteering. The final section is concerned with ‘moving on’.
Management and leadership programmes
Newly qualified librarians and information staff will have developed knowledge and some skills during their postgraduate programmes in library and information studies. As they develop their experience and expertise then they will build on this grounding through a range of learning opportunities. Management and leadership programmes are available for library and information services professionals who are:
• moving into their first management position.
• developing their management expertise.
• solo librarian leaders.
• aspiring to be leaders.
• moving into their first leadership position.
• experienced leaders.
There is an extensive range of programmes aimed at specific audiences and they vary in length (one day through to two years part-time), time commitment and their cost in terms of fees and any associated travel and hotels. Examples of providers include:
• professional associations and their specialist and regional groups
• collaborative groups, e.g. M25 Consortium (see www.m25lib.ac.uk)
• employing organizations
• commercial education and training programmes
• higher education schools of library and information studies
• higher education ‘institutions’, and business and management schools.
SCONUL (2017a) and Arabella Advisors (2015) both provide reviews of an extensive number of leadership training programmes. Selecting a management or leadership programme involves answering the following types of questions.
What do I want to gain from the course or programme? Is it a very specific knowledge and skills, or more generic, programme? What are my specific learning outcomes? How will the course or programme fit into my career plan?
How much time and money can I spend on this development activity? Will my employer sponsor me?
- Type
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- Information
- The No-nonsense Guide to Leadership, Management and Team Working , pp. 215 - 234Publisher: FacetPrint publication year: 2019