I received a score of 5.8 for people and 6.4 for tasks, putting me in the lower left quadrant of the Team Leader box. This seems fitting for my leadership style, especially compared to the other ones. Based on the matrix in the text, however, I’m a bit closer to middle-of-the-road leadership, where “leaders deal moderately well with both people and production, but do not stand out in either capacity” (Moran & Morner, 2018, p. 344). This feels pretty fitting for me. I work well with others, but I am not always interested in developing friendships or relationships. 

Kim Becnel suggests librarians as managers should “develop a sense of teamwork and loyalty among all of your employees” (2011, p. 28). This further emphasizes the importance of relationships and trust among people. While I often find myself more task oriented, I have found that it is easier to work with people with whom I have a history or positive relationship, but this is not something that is always natural for me. 

One theme that has resonated with me through the readings so far is that there is no one ideal management or leadership style. Different situations call for different strategies. It may seem generally wise to be a team leader, focusing on developing staff and incorporating their opinions in a team environment; however, there are certainly situations where this leadership style is not as effective. In situations where something must be accomplished quickly and efficiently and with a required and established outcome, an authoritarian leader may be far more effective. 

Furthermore, In the readings, I often find myself drawn towards one philosophy versus the other. Moran and Morner reference mechanistic and organic organizational structures, and my instinct was to believe in the organic one more, as it is “designed to remain open to the environment. When conditions change, an organic structure enables the organization to act promptly” (Moran & Morner, 2018, p. 195). However, I’m finding that there are times when the “mechanistic” style would be more appropriate. I hope as I continue to develop my managerial and leadership skills, as I enter the new librarian role, that I recognize the value of different styles, and do not pigeon-hole myself in one. Recognizing the value in different strategies can go a long way. 

Becnel, K. (2011). When you’re not (exactly) the boss: How to manage effectively in a “coordinator” role. In C. Smallwood (Ed.), Library Management Tips That Work (pp. 28–30). Chicago, IL: American Library Association.

Moran, B. B., & Morner, C. J. (2017). Library and Information Center Management (9th ed.). ABC-CLIO.