Academic librarians as emotionally intelligent leaders

Emotional intelligence (EI), as based on the work of Daniel Goleman and his colleagues, has received a lot of attention in the Harvard Business Review and elsewhere as a leadership theory. It is composed of five domains: Knowing your emotions, Managing your emotions, Motivating yourself, Recognizing and understanding other people's emotions, and Managing relationships (managing the emotions of others). Its practitioners become particularly adept at managing the mood and performance of both their organizations and themselves.

In Academic Librarians as Emotionally Intelligent Leaders , Hernon and company present a solid overview of EI, its connection to other leadership theories, and its particular application to academic librarianship. By moving beyond basic people skills, they claim, library leaders can come to appreciate not only the unique challenges of personal and organizational growth, but how their own reactions and feelings are perceived by others. Particularly noteworthy is a strong focus on issues of diversity, including a chapter on how librarians of color regularly engage in self-renewal and restoration.

Author Notes

Peter Hernon is a professor at Simmons College, Graduate School of Library and Information Science. He has authored 7 previous titles for Libraries Unlimited.

Joan Giesecke is the Dean of Libraries, University of Nebraska-Lincoln.

Camila A. Alire is Dean Emeritus of University Libraries at the University of New Mexico.

Joan GieseckePeter HernonJoan Giesecke and Camila A. AlirePeter HernonPeter HernonJoan GieseckeCamila A. AlireCamila A. AlireCheryl Metoyer and Peter HernonPeter Hernon and Camila A. Alire and Joan Giesecke

Illustrations	p. ix
Preface	p. xi
1 Emotional Intelligence	p. 1
Emotion Defined	p. 2
Skeptics	p. 2
Emotional Intelligence	p. 3
Emotions in the Workplace	p. 4
Developing Emotional Intelligence in the Organization	p. 5
Influencing the Emotions of Others	p. 7
Conclusion	p. 8
Notes	p. 9
2 Review of Relevant Literature	p. 11
Two Models	p. 12
Key Writings of Daniel Goleman	p. 13
Research on Emotional Intelligence	p. 14
Data Collection Instruments Used to Measure Emotional Intelligence	p. 22
Conclusion	p. 23
Notes	p. 23
3 Some Views of Library Leaders	p. 31
A Brief Survey	p. 31
Study Findings	p. 32
Discussion of Survey Findings	p. 33
Individual Interviews	p. 34
A Dinner Conversation among Library Leaders	p. 37
Conclusion	p. 38
Notes	p. 39
Appendix Survey of Academic Library Deans/Directors	p. 39
4 General Leadership Traits	p. 43
Mayer-Salovey-Caruso Emotional Intelligence Test	p. 44
Emotional Intelligence: The Hernon and Rossiter Instrument	p. 44
The Investigation of EI	p. 45
Exploration of the Model of Distributed Leadership	p. 51
Comparison of Attributes for Emotional Intelligence and Distributed Leadership	p. 52
Conclusion	p. 55
Notes	p. 55
5 Traces of Academic Library Leadership	p. 57
A Study of "Excellent" Libraries	p. 58
Conclusion	p. 68
Notes	p. 68
Appendix Valuing Work @ Wellesley: Role Classification	p. 70
6 Emotional Intelligence and Organizational and Leadership Theories	p. 75
Structural Frame	p. 75
Human Resources Frame	p. 76
Political Frame	p. 76
Symbolic Frame	p. 76
Learning Organization	p. 77
Leadership Theories	p. 78
Trait Theories	p. 79
McGregor Theory X and Theory Y	p. 79
Blake and Mouton's Leadership Grid	p. 79
Path-Goal Theory	p. 80
Transactional Leadership	p. 81
Transformational Leadership	p. 81
Emotional Intelligence in Action: The Case of Elizabeth I	p. 82
Conclusion	p. 84
Notes	p. 85
7 Emotional Intelligence and Diversity in Academic Libraries	p. 87
EI Concepts and Diversity	p. 87
Changing the Academic Library Work Environment	p. 91
Conclusion	p. 93
Notes	p. 93
8 Resonant Leadership in Academic Libraries	p. 95
Resonant Leadership: An Introduction	p. 95
On Being a Resonant Leader	p. 96
Leadership Dissonance	p. 97
The Process of Renewal	p. 99
Intentional Change	p. 101
Conclusion	p. 101
Notes	p. 102
Appendix A Emotional Intelligence Competencies and Domains	p. 103
Appendix B Case Study-C is for Change, D is for Dissonance	p. 104
9 Academic Library Directors of Color and Their Means of Self-Renewal	p. 107
Problem Statement	p. 108
Procedures	p. 108
Diary Summaries	p. 109
Discussion	p. 117
Conclusion	p. 120
Notes	p. 120
Appendix Diary	p. 122
10 Concluding Thoughts	p. 123
Issues Confronting Academic Libraries in the Future	p. 124
Changing Library Roles, Values, and Vision	p. 125
Change Management	p. 126
Leaders in the Profession	p. 127
Baldrige National Quality Award	p. 128
Leadership Metrics	p. 128
Strengthening Organizational Leadership through Diversity	p. 131
Linking Emotional Intelligence to Organizational Culture and Change	p. 132
Conclusion	p. 135
Notes	p. 136
Bibliography	p. 139
Index	p. 151
About the Editors and Contributor	p. 159

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