Leadership and Management Treatsie

Brandon Lewter LIS 650Final Assignment

In the following document I will reflect, discuss, analyze, and theoretically implement the principles I have learned in Dr. Chows LIS 650, Leadership and Management course.

12/11/2011

I.

Leadership and Professional Model 1) Leadership Mission and Values Leadership Philosophy Mission Statement: As a leader, I believe in exuding and invoking, in my followers, emotional intelligence, a sense of quality, equality, motivation, and confidence, which in turn produces internal and external raving fans. The above mission statement encompasses the fundamental and critical values that I intend to use when in any leadership position. I believe it is critical to project the values I want my followers to have because leading by example is more affective than leading solely by words. And to ensure their effect, each value should be implemented in a certain way. Emotional intelligence (EI) should be implemented by showing and teaching the value of having empathy and respect for others. One who is emotionally intelligent handles themselves and their relationships with a sense of the four domains of EI, self-awareness, self-management, social awareness, and relationship management (Goleman, Boyatzis, & McKee, 2002). When a leader exhibits, teaches and expects emotional intelligence, his followers are more likely to get along, be more productive, and create a positive and efficient working environment, which in turn creates internal and external raving fans. Leaders can implement a sense of quality in their followers by creating a belief in the service or product being provided. To be successful at this the leader themselves must have a belief in the quality of their product. If a leader cannot do this they need to find a new position or figure out how they can believe in what they are pushing. A sense of equality can be implemented by giving all employees equal opportunity for promotion, provided that they are qualified. Favoritism in any area should

be avoided, and equality should also be written into a policy for external customers. Providing reasonable circumstances, all customers should be treated equally, regardless of race, gender, socioeconomic status or any other discriminating factors. By ensuring this, a leader helps guarantee a healthy environment for employees and customers. In order to motivate followers, a leader needs to figure out what they can do within their powers and resources to provide motivationthis could be money, praise, discipline, etc. It depends on the employer and employees. The leader then needs to determine individual motivational factors for each employee, and use that information to their benefit. In addition, leaders need to ensure that their employees are happy in order to maintain motivation. One strategy to assess employees motivation would be to ask employees the twelve questions, as presented in First, Break All the Rules (Buckingham & Coffman, 1999). Employees answers to this question can be a good barometer for overall or individual motivation in a workplace. Confidence is difficult to implement in employees unless they have the skills and knowledge necessary to perform at a high level in their job. Without this, a leader or manager should not try to build confidence because that could lead to disappointment down the line. If in a leadership position, I would ensure confidence by hiring the right candidate and then providing means to communicate satisfaction with accomplishments. 2) Talents and Personal/Professional Development Plan In order to be a successful leader and manager, one needs to have confidence, as well as an understanding of personal strengths and weaknesses. As far as my general talents in leadership and management go, I believe these are my strengths: empathy, a sense of humor, organization skills, professionalism, an open mind and the desire to

continually learn, the ability to communicate clearly, the ability to learn quickly, and the ability to adapt. Again, these are generalized strengths, and could change depending on the leadership and management situation. But with these overall qualities, I have confidence I could be a strong leader in the right situation. Of course I realize there is always room for self-improvement. Therefore, I have a personal and professional development plan that is intertwined. Personally I believe I need to work on my public speaking skills. It depends on the audience, as I am comfortable speaking in front of high school students, but when it comes to speaking to a group of unfamiliar adults I become unexplainably nervous. I also need to work on my ability to delegate work equally. Sometimes, when in the position to delegate work, I do not want to assign unequal workloads, and this often leads to me taking on the majority of the work. And finally, depending on the situation, sometimes I need direction and instruction in order to complete assignment. In other words, I am not always autonomous and could work on that attribute. Currently, as a Masters student, I am continually working on the aforementioned skills. When assigned group work, when necessary, I feel comfortable stepping up and taking a leadership role. In fact I enjoy having the responsibility. When I graduate this summer, and hopefully, quickly obtain a job that is suitable for my skills, I will undoubtedly continue to build upon these skills when given the opportunity, especially focusing on technology skills. In the next three to five years, I hope to see myself working at a university or community college doing something with Web design or technology resources. Further down the line, in 15 years, I hope to being holding a secure

job at the top of whatever department I am in. While this description is vague, I find that I will need some time in the field of Library Information Sciences to find my niche.
3) Cover Letter and Resume Cover Letter Dear Duke University Job Board, I am writing to apply for the position I saw posted on Duke Universitys Job Board for Technology Director of Duke Universitys Libraries. When I saw this listing, I knew I found the perfect job opportunity for me and my qualifications. First let me say that the opportunities presented by this job posting greatly excite me, and I believe my experience and skills in education and technology make me a strong candidate for the position. My experience and strengths in the following areas lead me to believe this: - I have successfully designed and developed several Web sites using a variety of programs. - In the past I worked on an advocacy project, using social media, that greatly increased usage and funding for libraries across the state of North Carolina. - I have a background in education. - I understand the importance of user testing and feedback during and after the creation process of Web sites. - I am a team player who understands the importance of communication With a BS in education I have a comprehensive understanding of education and communication. With my Master's in Library Information Sciences I gained a comprehensive understanding of effective Web site development, information architecture, information organization, and various technologies. My hunger to learn more and excel in the ever changing world of technology grows by the day. Please see my resume for additional information about my professional and technology experience. You may reach me anytime by emailing me at bjlewter@uncg.edu or by calling my cell phone at 336-2024229. Thank you for your time and consideration. I look forward to speaking with you in the near future about this opportunity. Cordially, Brandon Lewter

Resume

Brandon Lewter
2512 Westmoreland Dr, Greensboro , NC 27408 Home: 336-202-4229 Objective To obtain a position in the field of Information Sciences where I can use my knowledge of technologies to keep a university running efficiently. Education University of Greensboro North Carolina, Greensboro, NC Masters, Library Information Science 2012 Appalachian State University, Boone, NC B.S., Secondary Education in English, 2006 Northwest Guilford High School, Greensboro, NC 2001 Professional Work Experience iLab, University of Greensboro North Carolina Freelance Web Developer, 2011 Currently working with Seek Research Inc. to increase Search Engine Optimization and overall site traffic Grimsley High School, Greensboro, NC English Teacher, 2008 to 2011 Developed lesson plans for regular ninth and tenth grade English classes; developed lesson plans for honors-level tenth and twelfth grade English classes Operated as 9th grade lead teacher Developed lessons which integrated computer activities while relating to the current unit of instruction Conducted and managed discipline within a classroom of 30+ students, varying in age and classroom size Coached after-school sports activities Washington High School, Washington, NC English Teacher, 2005 to 2006 Developed lesson plans for regular ninth and tenth grade English classes; developed lesson plans for honors-level tenth and twelfth grade English classes Helped raise the ninth grade EOG passing rate by 20% Developed lessons which integrated computer activities while relating to the current unit of instruction Conducted and managed discipline within a classroom of 30+ students, varying in age and classroom size Taught special-needs students Supervised an after-school tutoring session Supervised after-school sports activities Upward Bound- Appalachian State University, Boone, NC English Teacher, 2004 Developed lesson plans for students Conducted and managed discipline within a classroom of 20+ students, varying in age and classroom size Created

and conducted a semester-long, collaborative English project with a group of students Ashe County High School, West Jefferson, NC Student Teacher, 2004 Developed lesson plans for an eleventh grade AP English class and a Journalism I class Developed lessons which integrated computer activities while relating to the current unit of instruction Conducted and managed discipline within a classroom of 30+ students, varying in age and classroom size Dealt with special-needs students (physical and learning disabilities) Participated in after-school, extracurricular activity jobs Technology Skills/Knowledge Work Experience Papa John's Pizza, Greensboro NC Shift Manager and Delivery Person, 1999 to 2002 Managed store five shifts a week; entailed me opening and closing the store which required various tasks (ex. managing staff, money counting, counting and ordering inventory, cleaning, dispatching drivers) ? Delivered pizzas in a timely manner and performed maintenance duties Professional American Library Association Member Microsoft Office programs Web site design using Dreamweaver, Composer, Wordpress, Google Sites, and basic HTML code Photoshop image editing Social media tools, such as Facebook, Wordpress, Twitter, and YouTube

II.

Vision for an Ideal Library 1) Ideal Library A library is a beautiful thing when the correct elements are in place. The following section will be reserved to describe my vision of an ideal library. Some of the ideas will be original, and I will take several ideas from Creating the Customer-Driven Library, by Jeannette Woodward. First I will discuss the librarys ideal location, architectural design, layout, and ambiance. Second I will discuss the librarys ideal

collection. Third I will discuss ideal library programs. Fourth I will discuss the librarys ideal staff. And finally, I will discuss the librarys ideal technological resources. For any library to be successful, it must have patronsthe more the better (in most cases). Therefore my ideal library would be located in the center of a metropolitan area with a mild climate, preferably near an ocean and mountains. The library would be easily accessible by all its patrons, not having to drive more than ten minutes to reach it. The architecture of the library would be contemporary, incorporating many windows to provide natural lighting. The library would be equipped with solar panels providing power for heating, cooling, lighting, and computers. The layout would have an open floor plan with plenty of room between shelves; the only exception to the open floor plan would be two public meeting rooms, eight private study rooms, a 40 seat movie theater, and two video game rooms. There would be several end cap displays, and the shelves would not be packed, leaving room for books to be easily browsed. There would be a caf open during all library hours, and the overall ambiance of the library would be as inviting as possible with a designated caf. Plants would be placed in strategic locations, the floors would be carpeted, and the walls would be painted with warm colors, where murals and artwork does not cover them. The librarys collection would be vast, containing periodicals, magazines, DVDs, CDs, audio books, video games and various digitized material. The collection would be based on a similar library, and would be adjusted based on patrons needs and requests. Items would be weeded by each department every three years based on circulation numbers.

The library would have a multitude of programs, including book, video game, and film clubs, after school programs, and literacy courses in various areas. These courses would be run by qualified staff and volunteers. Funding for refreshments and materials would come from donations by members and other benefactors. All staff would be hired based on their high qualifications for their positions, and more staff would be hired on a need-be basis. Biannually, staff would conduct evaluations on themselves, administration, and the organization. Promotions, demotions, and dismissals would be based on those results. This ideal library would have a plethora of technological resources. All applicable materials would be equipped with RFID tags. Four self-checkout stations would be available. E-readers would be offered for in-house use of the librarys personal collections of e-books, housed on the library-own database. The video game rooms would be equipped with the latest platforms and a 60inch HDTV. Fifty Apple computers would be available for patron use. And in addition to the catalogs on the designated, search computers, there would be two, 60inch, touchscreen catalogs that have highly advanced voice recognition engines. 2) Management Tools a) Budget
Budget Summary

Ideal Library Budget

Year 1 Year 2 Year 3 TOTAL Salaries $ 547,000.00 $ 556,735.60 $ 572,989.00 $ 1,676,724.60 Materials, Technology, etc. 120,500.00 $ 120,500.00 $ 120,500.00 $ 361,500.00 $ Building Services $ 6,500.00 $ 6,500.00 $ 6,500.00 $ 19,500.00 General Resources $ 15,000.00 $ 15,000.00 $ 15,000.00 $ 45,000.00 $ 689,000.00 $ 698,735.60 $ 714,989.00 $ 2,102,724.60

Budget Year 1

Year 1 Salaries Director Assistant Director Employee 1 Employee 2 Employee 3 Employee 4 Employee 5 Employee 6 Part time employee 1 Part time employee 2 Part time employee 3 $ $ $ $ $ $ $ $ $ $ $ $ Rate 70,000.00 62,000.00 55,000.00 57,000.00 48,000.00 42,000.00 33,000.00 33,000.00 5,000.00 5,000.00 5,000.00 415,000.00 Benefits 33% 33% 33% 33% 33% 33% 33% 33% $ $ $ $ $ $ $ $ Annual 93,100.00 82,460.00 73,150.00 75,810.00 63,840.00 55,860.00 43,890.00 43,890.00

547,000.00

Materials, Technology, Programs Cost Computer Stations $ 1,200.00 Program Funding $ 6,000.00 Databases and Software $ 10,000.00 Print Circ. Mat. $ 17,000.00 Video Circ. Mat. $ 2,500.00 Audio Circ. Mat. $ 1,000.00 Video Game Circ. Mat. $ 2,000.00 Print, Audio, Video + all circulating materials $ 22,000.00

# 50 1 1 1 1 1 1 1 Sub total # 1 $ $ $ $ $ $ $ $ $ $

Total 60,000.00 6,000.00 10,000.00 17,000.00 2,500.00 1,000.00 2,000.00 22,000.00 120,500.00 Total 6,500.00

Building Services Utlities & Maint. (incld. tech.)

Cost 6,500.00

General Resources Copier and Printing

Cost 15,000.00

# 1 $

Total 15,000.00

Total

689,000.00

Budget Year 2

Year 2 Budget Salaries Director Assistant Director Employee 1 Employee 2 Employee 3 Employee 4 Employee 5 Employee 6 Part time employee 1 Part time employee 2 Part time employee 3

$ $ $ $ $ $ $ $ $ $ $ $

Rate 70,000.00 62,000.00 55,000.00 57,000.00 48,000.00 42,000.00 33,000.00 33,000.00 5,000.00 5,000.00 5,000.00 415,000.00

3% raise $72,100.00 $63,860.00 $56,650.00 $58,710.00 $49,440.00 $43,260.00 $33,990.00 $33,990.00

Benefits 33% 33% 33% 33% 33% 33% 33% 33%

$ $ $ $ $ $ $ $

Annual 95,893.00 84,933.80 75,344.50 78,084.30 63,840.00 55,860.00 43,890.00 43,890.00

556,735.60

Materials, Technology, Programs Cost Computer Stations $ 1,200.00 Program Funding $ 6,000.00 Databases and Software $ 10,000.00 Print Circ. Mat. $ 17,000.00 Video Circ. Mat. $ 2,500.00 Audio Circ. Mat. $ 1,000.00 Video Game Circ. Mat. $ 2,000.00 Print, Audio, Video + all circulating materials $ 22,000.00

# 50 1 1 1 1 1 1 1

Total $ 60,000.00 $ 6,000.00 $ 10,000.00 $ 17,000.00 $ 2,500.00 $ 1,000.00 $ 2,000.00 $ 22,000.00 $ 120,500.00 Total 6,500.00

Building Services Utlities & Maint. (incld. tech.)

Cost 6,500.00

# 1 $

General Resources Copier and Printing

Cost 15,000.00

Total 1 $ 15,000.00

Total

$ 698,735.60

Budget Year 3

Year 3 Budget Salaries Director Assistant Director Employee 1 Employee 2 Employee 3 Employee 4 Employee 5 Employee 6 Part time employee 1 Part time employee 2 Part time employee 3

$ $ $ $ $ $ $ $ $ $ $ $

Rate 72,100.00 63,860.00 56,650.00 58,710.00 49,440.00 43,260.00 33,990.00 33,991.00 5,000.00 5,000.00 5,000.00 427,001.00

3% raise $74,263.00 $65,775.80 $58,349.50 $60,471.30 $50,923.20 $44,557.80 $35,009.70 $35,010.73

Benefits 33% 33% 33% 33% 33% 33% 33% 33%

$ $ $ $ $ $ $ $

Annual 98,769.79 87,481.81 77,604.84 80,426.83 65,755.20 57,535.80 45,206.70 45,208.03

572,989.00

Materials, Technology, Programs Cost Computer Stations $ 1,200.00 Program Funding $ 6,000.00 Databases and Software $ 10,000.00 Print Circ. Mat. $ 17,000.00 Video Circ. Mat. $ 2,500.00 Audio Circ. Mat. $ 1,000.00 Video Game Circ. Mat. $ 2,000.00 Print, Audio, Video + all circulating materials $ 22,000.00

# 50 1 1 1 1 1 1 1 $ $ $ $ $ $ $ $ $

Total 60,000.00 6,000.00 10,000.00 17,000.00 2,500.00 1,000.00 2,000.00 22,000.00 120,500.00 Total 6,500.00

Building Services Utlities & Maint. (incld. tech.)

Cost 6,500.00

# 1 $

General Resources Copier and Printing

Cost 15,000.00

# 1 $

Total 15,000.00

Total

775,280.97

b) Strategic Planning Strategic planning is a must for any organization to ensure success. If strategic planning is not done or done incorrectly, a multitude of problems can arise leading to a weak foundation in which to build upon. Strategic planning includes establishing several facets: a strategic focus, including a mission statement, organization values, and core competencies; high priority and long-range goals; and an overall strategic direction. In congruence with these facets, an organization must continually evaluate their position and make adjustments where necessary. In some cases, this evaluation is done with a needs assessment. c) Needs Assessment Conducting needs assessments are crucial for organizations in order to assure operation at full potential. They can provide a barometer for several facets of an organization, and without them an organization could miss major opportunities for improvement. Needs assessments can provide information on whether or not an organization is meeting their goals, fulfilling their mission statement, or keeping their internal and external customers happy. d) Quality Control and Quality Management Quality control and management are closely entwined with the two previously discussed management tools. If an organization can lay a strong foundation with strategic planning and continual self-assessment, quality control and quality management will follow. These aspects are as important to an organization as the product they are pushing. Quality control and quality management ensure that internal and external customers are

as satisfied as possible with service and merchandises. If this tool is not in place, an organization is destined to struggle or fail. III. Top Five Questions Answered 1. What are some typical problems library managers come across? From what I learned in this course, there are several, typical problems library managers come across, along with several unusual problems sprinkled in. It would take far too much time and far too much paper to discuss all of the problems library mangers face, so instead I will focus on one infectious problem that is extremely common and troublesome, the budget. Whether a library is poorly funded or not, budget issues are bound to arise. In an interview with a local, Greensboro Public Library branch manager, I found that lately the budget has been her biggest concern. Recently there was discussion to close her branch, and she had to take a close look at her budget to justify why it should stay open. And not only was she faced with that monumental task, but she also had to deal with employees moral being lowered because of the possible closure. The branch manager said that this has made the last few months very stressful, but her optimistic attitude helped her and her employees cope with the stress. This is a classic example of how a leader can deal with an infectious problem by using the Open Loop theory, presented in Primal Leadership (Goleman, Boyatzis, & McKee, 2002). Smiles are the most contagious, and this branch manager used her smile to successfully help her branch through this tough time (Goleman, Boyatzis, & McKee, 2002, p. 10). 2. Besides branch managers, what are some types of leaderships/management jobs in the LIS field?

This course has left me with the impression that any job in the LIS field can be a leadership position if said employee views it correctly. Even if an employee is not suited to lead a group, they can lead themselves and their peers. The bottom line is not everyone has the same abilities, skills or knowledge, but most people can find at least one niche, and this is the area where they can attempt to lead. Personal motivation plays a huge role in performance and leadership. If an employee has personal motivation to be the best at what they are doing, and theyre qualified for what they are doing, they can be leaders. Even a circulation clerk, probably one of the lower jobs on the library totem pole and definitely not typically considered a leadership position, can still be a leader. For example, they can lead other circulation desk employees by consistently displaying a positive attitude and being friendly to patrons; they can be a leader to their administrators by giving insightful, constructive feedback that might not otherwise be seen by higher-level employees; and you can be a leader to patrons by being extremely helpful and by providing information about useful resources that patrons may not know about. A library advocate is another example of a non-managerial, leadership position in the LIS field. Take Jamie LaRue, Bill Millett or Beaux Foy for example. Each of these men has a completely different background, but they are still leaders in library advocacy. Jamie and Bill lead librarians by teaching them how to create and find effective advocates outside of the LIS profession, and Beaux leads a hard to reach demographic, tweens and teens, to librarys various resources. 3. What are some quality ways to assess employees?

Looking back on this question, my newly lost naivety is clear to see. Today, if someone asked me this question, I would have to ask, What are you trying to assess about employees? Are you trying to assess their qualifications, their satisfaction with their job, or their satisfaction with leadership? These are significant questions to ask because the answer determines the type and manner in which an assessment should be conducted. If you are trying to assess an employees qualifications, it depends when this assessment is being conducted. If one is assessing qualifications during the interview process, I would suggest using a strategy presented in First, Break All the Rules where the authors, Buckingham and Coffman (1999), give the right questions to ask (p. 215). First of all, they emphasize the importance of keeping the talent interview separate from the time when job logistics are discussed. Secondly, Buckingham and Coffman suggest asking carefully written, open-ended questions and then staying quiet to let the interviewee talk. Thirdly, the authors suggest that an interviewer should listen for specifics when asking an open-ended question about job-related experiencean interviewee should be able to give a specific description about a time when they handled an experience similar to the time being asked about (p. 216). And finally, Buckingham and Coffman suggest that an interviewer listen for clues that reveal a job candidates talents and motivations (p. 218). By using the aforementioned strategies, interviewers will have an idea of what they need to be listening for in order to assess a job candidates qualifications. They will only ask questions to which they know they answer they are looking for.

If one is trying to assess employees overall satisfaction with their job, I would again turn to First, Break All the Rules. In their book, Buckingham and Coffman suggest twelve questions to ask in order to assess employees opinion about the core elements needed to attract, focus, and keep the most talented employees, or in other words, employees overall satisfaction (p. 28). These twelve questions can be drawn on and adapted to achieve different assessment goals, including satisfaction with leadership. 4. How do you motivate employees to do their best?

The best way to motivate an employee relies heavily on the employee and the job. In First, Break All the Rules, I think Buckingham and Coffman describe this idea best when they say, Everyone breathes different psychological oxygen. What is fulfilling for one person is asphyxiating for another (p. 219). Even with the same profession and job title, workers are motivated differently and satisfied by different factors. So, if knowing and acknowledging this fact is the first key, what does an employer do next to motivate? First of all, I think an employer needs to have this question in mind during the interview process. They can ask the job candidate an open-ended questions such as, In what type of working and professional environment have you had the most success? Ideally, this will lead the candidate to divulge clues about what motivates them. Secondly, I think that an employer needs to evaluate employees motivational factors on a regular basis by conducting needs assessments. Yes, there is a strong chance that an employees answer does not change when asked what motivates them, but sometimes ever-changing life situations dictate motivation. For example, what motivated a single man two years ago may not be the same thing that motivates the same man if he were to marry and have a child in those two years.

5. What types of problems do library managers come across? Because this question is so similar to the first question I asked at the start of this course, I will pose a different question: How does a library compete with conglomerate bookstores? In a world where materialism is so highly valued, it takes a lot of cleverness and implementation of focused techniques for a library to be able to compete with conglomerate bookstores? Fortunately, Creating the Customer Driven Library, by Jeannette Woodward, gives excellent tips to help a library stay relevant. First of all, libraries should try to imitate bookstores where possible. And secondly, libraries should recognize the resources they can provide that bookstores cant and then advertise it with a figurative megaphone. In order for libraries to survive they need to realize their opportunity to be similar to bookstores in almost every facet, with the exception of charging for materials. Without going into too much depth, the following are a few ways libraries can accomplish this. These ideas are taken from Woodward in Creating the Customer Driven Library. First of all, when a new library is being built, often times the options for location is predetermined by several uncontrollable factors. But, when possible, libraries should be built in the heart of a community. They need to be convenient for patrons to visit on their way to and from work or during their lunch break. Secondly, libraries need to be inviting. When patrons enter, they should not feel like they are entering a smelly, oppressive prison of books. They should feel like they are entering a world of possibilities. To accomplish this, libraries can spruce up their outer appearance with attractive plants and flowers, and the inside should be decorated and painted with warm and inviting colors and art.

Thirdly, like multinational bookstores, libraries should offer refreshments and entertainment to their patrons. Just by offering free coffee, a library can go a long way with bringing in and keeping potential patrons. Entertainment can be provided in the form of story time or live music (at the appropriate time). Fourthly, libraries need to focus on customer service. Patrons should feel like the area manager in Raving Fans when he enters Sallys grocery store (Blanchard & Bowles, 1993). They should feel important and the opportunity to have their needs met. Patrons should not go through a trip to the library without some type of interaction, even if it is a simple Hello!, even if self-checkout stations are available. And finally, libraries should be built with patrons ease-of-use in mind. When browsing materials, patrons should not have to think too hard or look too far to figure out what section or genre they are in. Patrons should not have to wait for fellow patrons to leave a stack aisle in order to find a book on the opposite stack from where the previous patron was standing. Libraries need to realize that they provide services bookstores do not, and they need to make sure their patrons and possible patrons recognize this. For example, what bookstore can you go to and walk out of with twenty books at no charge? What bookstore can you visit, ask a difficult question, and expect a definitive answer? What bookstore can you go to and leave with two DVDs without paying a cent? What bookstore can you go to, get on a free, Web connected computer and search a database for information on the Civil War? The answer is No bookstore and libraries need to advertise that. IV. Student Learning Outcomes

In the following section, the Student Learning Outcomes (SLOs) and the strengths and weaknesses of this course will be addressed. First a table of SLOs will be presented with the areas met being identified by highlighted Knowledge, Skills and Abilities (KSAs). And second, I will discuss the strengths and weaknesses of this course in regards to SLOs and KSAs.

Student Learning Objective (SLO) 1. Advanced Communication Skills

Knowledge, Skills, and Abilities (KSAs) 1. Verbal 2. Written 3. Listening 4. Presentation 5. Discussion 6. Conflict Resolution 1. Strategic Planning 2. Policies (Establishing and Refining) 3. Budgeting 4. Meetings 5. Personnel Management 6. Resource Allocation & Management 7. Hiring and Firing 8. Diversity of thought and values 9. Research & Development 10. Needs Assessment 1. Lateral Leadership 2. Self-Regulation and Self-Awareness 3. Group Development 4. Conflict Resolution 5. Resonant Leadership 6. Evaluations 7. Professional Development Plan 8. Revised Resume 1. Leadership styles 2. Leadership and Management Theory 3. Leadership and Management Research 4. Case Studies

2. Organizational and Personnel Management Skills

3. Relationship Management, Professional Development, and Teamwork Skills

4. Knowledge of Leadership and Management Theory

Clearly, from the above table, I feel this course has met all SLOs in some way, whether it was facilitated through course readings, lectures, discussion, activities, or

assignments. Being assigned to teams certainly facilitated all objectives and KSAs being met in category one (Advanced Communication Skills), and most KSAs in the other SLO categories, in that having a team created in me an obligation to communicate clearly, use organizational and personnel management skills, manage relationships and teamwork skills, and develop a knowledge of leadership and management theory. And even though my team never experienced any external conflicts, I feel that any potential conflicts were averted by using communication. Assignment one helped facilitate KSAs in all SLOs in that I was required to use communication skills when corresponding with a public library branch manager. I learned about KSAs in the Organizational and Personnel Management and Knowledge of Leadership and Management Theory SLOs through the branch manager interview process and the information I gathered through that process. And through all other assignments, discussion, reading and lectures, I was exposed to all other KSAs. V. Final Thoughts Generally speaking, this course was extremely informative. Yes, sometimes working with a group was frustrating, but I realize that most group assignments are just an exercise in working a real job in an organization with more than one cooperative employee. From this course my confidence in being a leader or manager of any type of organization has skyrocketed. If ever in a position of leadership and power I will definitely remember to reflect and draw upon resources from this class.

Works Cited
Blanchard, K., & Bowles, S. (1993). Raving Fans: A Revolutionary Approach To Customer Service. New York: William Morrow and Company, Inc. Buckingham, M., & Coffman, C. (1999). First, Break All the Rules: What the World's Greatest Managers Do Differently. New York: Simon and Schuster. Division of Libraries, Technology & Community Learning. (2008). AE 13: Developing the Library Budget. Retrieved from Wisconsin Department of Public Instruction: http://dpi.wi.gov/pld/ae13.html Goleman, D., Boyatzis, R., & McKee, A. (2002). Primal Leadership: Learning to Lead With Emotional Intelligence. Boston: Harvard Business School Press. Woodward, J. (2005). Creating the Customer-Driven Library: Building on the Bookstore Model. Chicago: American Library Association.