Critical Library Leadership

Kristin Henrich worked as a librarian for sixteen years, including serving as associate dean at the University of Idaho and preceded by roles as head of user and research services, reference coordinator, and reference and instruction librarian. Kristin is currently earning a JD at the University of Idaho where she serves as the chief articles editor for the Idaho Law Review; her research interests include data privacy, consumer protection, and managing change.Cinthya Ippoliti has been a librarian for over 20 years and has held roles at a wide variety of academic institutions. Most recently, as director of the Auraria Library, Cinthya provides direct administrative leadership for library services, spaces, partnerships, and programming on the tri-institutional Auraria Campus which includes the University of Colorado, Denver, Metropolitan State University of Denver, and Community College of Denver and serves approximately 35,000 highly diverse students in an urban setting. Prior to joining the Auraria Library she was the associate dean for research and learning services at Oklahoma State University and head of teaching and learning at the University of Maryland Libraries. Her research interests include psychology of leadership, organizational development, and managing change.

• Acknowledgments  IntroductionPart I: Leader as SelfSection I: Care, Empathy, and AuthenticityChapter 1. Working the Second Shift: Flexible Work Arrangements and Caregiver Responsibilities for Library ManagersBridgit McCafferty  Chapter 2. I Have Problems, Too: Balancing Your Own Needs with Those of Your StaffGretchen Dreimiller  Chapter 3. Views from Zoom: My Whole Self Is BrownMarco Seiferle-Valencia  Chapter 4. Leading to IncludeJennifer Thom Hadley  Chapter 5. Epilepsy, Librarianship, and Leadership: How Challenges Build CharacterGarrett Trott  Section II: Career DevelopmentChapter 6. DIY Leadership: Alternate Paths for Career DevelopmentVincci KwongChapter 7. Managing Your Career: Creating A Leadership Development PlanJennifer A. DeVito  Chapter 8. Using SWOT Analysis to Create a New Role for YourselfKim Clarke  Chapter 9. Imposter Among Us: Imposter Phenomenon in Librarians with Teaching DutiesJenni Jacobs, Josh Salmans, and Jason Rinaldo  Part II: Leader as RoleSection III: Relationships with OthersChapter 10. Working in the Liminal Space of Interim LeadershipStephanie Crowe and Jason Fleming  Chapter 11. Internal Candidate: Moving from Colleague to DirectorJenny Horton  Chapter 12. From Peer to Report: Confronting Changing Relationships on the Leadership JourneyDavid Dahl  Chapter 13. Strategies for Overcoming Loneliness in Library ManagementJennifer Hughes and Michelle Lewis  Chapter 14. Moonlighting as a LeaderShannon Smith  Chapter 15. Cocreating Team Expectations to Build Trust and Rapport: Approaches for New ManagersHailley Fargo and Brianna Marshall  Chapter 16. Navigating Fear of Feedback: Cultivating Practices to Reflect and LearnAnna Sandelli  Chapter 17. Giving Yourself Permission to Move OnTammy Ivins and Amanda Tarbet  Section IV: Management PracticesChapter 18. Going in Gentle: Best Practices From Trauma-Informed Library LeadershipMegan Lowe  Chapter 19. Cultivating a Team out of Workplace TraumaMelanie Bopp  Chapter 20. Envisioning Leadership: Principles of Feminist Management in PracticeKaren Stoll Farrell and nicholae cline  Chapter 21. De-bias Your Hiring Practices: Supporting Equity for Neurodiverse Candidates in Job InterviewsPaul Glassman  Chapter 22. Herding Tigers through a Reorganization: Practical Applications of a Pandemic ReorganizationMichelle Colquitt, Renna Redd, and Chris Vidas  Chapter 23. Prepare, Partner, Protest, Propose, and Persevere: Advocating for a Dedicated Information Literacy ClassroomMichelle Hendley  Chapter 24. Better Together: Building Relationships with Non-academic UnitsLori Birrell  About the EditorsAbout the Authors