Introduction

Philips (2014) conveys that leadership is frequently misunderstood, particularly within the realm of libraries. Given the multitude of definitions available for 'leadership,' pinpointing the exact meaning of library leadership can be challenging (p. 336). Martin (2015) says leadership is a crucial component of any organization. Leaders not only establish and share a vision and inspire their teams, but they also serve as a steadying presence during periods of transition. However, leaders can also hinder progress, obstruct changes, and create frustration among their employees (p. 391). Palmisano (2008) contends that effective leadership is built on essential pillars: thorough preparation, bravery, and tenacity. Additionally, he emphasizes that a true leader not only completes their essential preparation but also exhibits resilience and courage. Such leaders persevere through obstacles, have a clear grasp of their objectives, remain composed under pressure, and earn trust while discerning whom to trust in return. He also notes that effective leadership transcends personal ambition, focusing instead on collective goals (p. 22-23). In the context of project management within libraries, Searcy (2018) describes it as a distinct discipline. She asserts that success in this field primarily requires perseverance, establishing trust with colleagues, fostering a collaborative environment, and managing the delicate balance between cost, time, quality, and risk (p. 12). 

Mason & Wetherbee as noted by Philips (2014), emphasizes that for a library to thrive and grow, it must integrate both management and leadership. While management focuses on adhering to specific plans and completing tasks, leadership goes a step further. It involves formulating a compelling vision for the library and mobilizing others to engage in this vision, as well as motivating employees to support this collective goal (p. 337). According to Martin (2015), leadership bridges the gap between "intentions and results." A leader who inspires, stimulates, and prioritizes the needs of their followers while aligning the goals and values of both the employees and the organization, and who exemplifies these organizational values, can more effectively influence the mindset of the organization's members. This boost in morale and commitment enhances overall performance. Such actions define transformational leadership, highlighting its effectiveness in spearheading organizational change (p. 393). 

Martin (2015) explores the dynamics of transactional versus transformational leadership. Transactional leadership relies on a give-and-take relationship, setting clear organizational targets and rewarding compliance. This approach includes handling cases that deviate from the norm, either through continuous oversight or corrective action as necessary. While this method promotes adherence to rules, overuse may lead to employee burnout and is generally less adaptable during periods of instability. Transactional leaders prioritize measurable outcomes but often lack the motivational depth of transformational leaders, who excel in qualitative performance and significant organizational shifts. In stark contrast, transformational leaders serve as proactive mentors, fostering growth and inspiring substantial change within the organization. They implement the "Four I's" strategy: idealized influence, inspirational motivation, intellectual stimulation, and individual consideration, all of which significantly bolster organizational culture and spur innovation. Exceptionally effective in crises, transformational leaders build confidence and a sense of purpose, steering their teams towards broader organizational aims with a visionary outlook and innovative solutions (p. 393-394).

A big concept of leadership is shown in effective communication. Afkhami et al. (2019) convey that it is crucial not only in personal life but also for organizational success. The ability of an organization's employees to communicate effectively directly influences customer attitudes and satisfaction, leading to increased enthusiasm and positivity among consumers. Strong communication skills in the workplace enhance relationships and customer satisfaction, attract and retain clients, and boost overall productivity and effectiveness (p. 2). Tabor (2010) conveys that effective communication is essential and bidirectional; unexpressed ideas have no impact. When library staff display indifference toward their roles, it hampers their ability to engage properly with patrons, causing inefficiency and substandard service. Libraries staffed with unqualified librarians who are unaware of their responsibilities and unable to communicate well can cause patrons to lose interest in utilizing the library's services (p. 2).

Evidence

My first artifact to prove my mastery in competency M comes from INFO 200 in a Context Book Review. In Contagious: Why Things Catch On, Jonah Berger identifies six principles that explain why things become popular: social currency, triggers, emotion, public visibility, practical value, and stories. These principles can be applied to libraries and caregivers of dementia patients to enhance communication and engagement. Social currency suggests that people share things that make them look good. Libraries can use this by offering unique or exclusive information, making users feel part of an inner circle. Triggers refer to sights, sounds, or experiences that prompt related thoughts. Libraries should consider what will prompt people to think about them, making them more memorable. Emotion plays a key role in sharing; when people care, they share. Libraries can foster emotional connections with users, making them more likely to spread the word. Public visibility highlights how seeing others engage with something encourages imitation. Libraries can use this by showcasing the value others place on their services. Practical value emphasizes sharing useful, immediately applicable information. Libraries should provide resources that users can quickly use and share. Lastly, stories help spread information. Libraries can encourage users to share their experiences, fostering community. For caregivers of dementia patients, these principles can create a supportive environment. By focusing on emotional connections and offering practical, useful support, caregivers can reduce stress and strengthen communication within their community. Engaging in these ways will help both libraries and caregivers build stronger, more connected communities.

My second artifact comes from INFO 282 where I discuss the probability of success in a project. I explore the key components necessary for project success by drawing parallels between managing projects and sustaining a successful marriage. I emphasize that selflessness, commitment, and effective communication are essential in both contexts. I highlight the importance of service and prioritizing the needs of stakeholders. I stress the critical role of communication, noting personal experiences where being straightforward and transparent has proven beneficial both at home and in professional settings. I suggest implementing a detailed communication plan that specifies regular check-ins with stakeholders and the frequency of status reports to keep all parties informed and engaged. I discuss the significance of commitment in project management, comparing it to marital vows that symbolize long-term dedication. I note the benefits of creating a positive, fun work environment to enhance team productivity and maintain momentum, citing research that shows happier teams are more productive. Risk management is also a focal point of my analysis. I outline the necessity to identify, analyze, and plan for both positive and negative risks, using strategies such as exploitation, sharing, enhancement, and acceptance for positive risks, and acceptance, avoidance, reduction, and transfer strategies for negative risks. The success of a project hinges on continuous evaluation and adaptive management of communication, commitment, and risk. By maintaining these key components, project managers can ensure all issues are addressed efficiently, keeping the project on track towards its objectives.

My final artifact comes from INFO 246, my Graphic Design Portfolio. I titled the portfolio "Making Dreams Reality," which showcases my journey and projects as an MLIS student, school librarian, and teacher at Saint Paul's School in Covington, LA. I have cultivated a passion for graphic design, computer programming, and website design, and I hope to continue integrating these skills into my profession and personal life. The portfolio opens with a personal statement about my background and interests, emphasizing my vision and mission to make dreams realities by creating meaningful work and providing opportunities for others to excel. Each project within the portfolio exemplifies this belief, beginning with a personal design featuring my son and our travels, symbolizing my deep connection to family and my profession. I brought my hobby of beekeeping into the mix where I developed graphic designs and storyboards for educational programs about honey bees held at my school's library. This includes a detailed exhibit setup and weekly classes aimed at educating attendees about the environmental importance of honey bees and practical beekeeping skills. The portfolio includes crafting informational flyers and coordinating a national program for students, demonstrating my ability to apply my graphic design skills to promote educational and engaging content.

Conclusion

I utilize communication skills daily in various aspects of my work, such as teaching accounting, assisting students with technology like Google Docs, and coordinating with faculty to gather necessary documents. These documents are crucial for my end-of-year reports to the state. Reflecting on my initial job interview at the local public library, I recognized the need to improve my verbal and non-verbal communication skills. Past communication failures with administration have resulted in missed opportunities to teach desired classes. Additionally, I regularly write recommendations for students applying to colleges. To enhance my communication skills further, I am eager to participate in seminars and professional development courses, which I believe will boost my confidence in expressing my thoughts and ideas effectively.

References

Afkhami, N., Tajafari, M., Nowkarizi, M., & Nekah, S. M. A. (2019). The status of librarians’ communication skills and the effective factors in public libraries. Library Philosophy and Practice. 4, 1-17.

Martin, J. (2015). Leadership in academic libraries: Exploratory research on the use of transformational and transactional leadership styles, 391-397.

Palmisano, D. J. (2008). On leadership: Essential principles for success. Skyhorse Publishing. 

Phillips, A. L. (2014). What do we mean by library leadership? Leadership in LIS education. Journal of Education for Library and Information Science, 336-344.

Tabor, A. E. (2010). Communication in the library for Effective Administration, 1-4. https://digitalcommons.unl.edu/cgi/viewcontent.cgi?article=1321&context=libphilprac