AMERICAN UNIVERSITY OF ARMENIA LEADERSHIP STYLE OF ARMENIAN ACADEMIC LIBRARIES A MASTER’S ESSAY SUBMITTED TO THE FACULTY OF THE GRADUATE SCHOOL OF POLITICAL SCIENCE AND INTERNATIONAL AFFAIRS FOR PARTIAL FULFILLMENT OF THE DEGREE OF MASTER OF ARTS BY TATEVIK ZARGARYAN YEREVAN, ARMENIA JANUARY 2011 SIGNATURE PAGE Faculty Advisor Dr. Vache Gabrielyan Date Dean Dr. Lucig H. Danielian Date American University of Armenia January 2011 2 ACKNOWLEDGMENTS I would like to express my sincere gratitude to my Faculty Advisor Dr. Vache Gabrielyan for his continuous support, guidance and encouragement that he provided me during the process of writing my Master’s Essay. The incomparable professionalism Dr. Gabrielyan has as a professor and supervisor was of remarkable help to me. His criticism, comments, suggestions and readiness to answer my questions, show the right directions, and provide any kind of information referring to the topic had been very valuable for me without which I could hardly finish this essay. Dr. Gabrielyan’s kind and friendly attitude always encourages students to do their best. I am also eager to express my deep gratitude to the Dean of the Political Science and International Affairs Department Dr. Lucig H. Danielian and all members of the faculty. With the knowledge and skills, obtained within the two years of my studies at the American University of Armenia, I will be able to realize my goal of becoming a successful young professional serving my country. 3 ABSTRACT Due to the rough strength of globalization, as a key resource of the 21st century, information goods might relocate industrial goods as key drivers of markets. The foundation of the economic prosperity of developed countries is not only based on the efficient conversion of information to knowledge, but also using this knowledge in the scientific system. In this context, academic libraries play a crucial role as a provider of scientific and technical information. As any other organization, the library is no exception in its need for good leadership to ensure good management as well as attainment of organizational objectives. Our present day reality with its multidimensional organization faces numerous challenges and issues to be overcome day-to-day basis. To manage this, effective leaders and leadership approaches are required. The history of leadership, and the study of it, has roots in the beginning of human civilization. There are numerous definitions and theories of leadership; however, there are enough similarities in the definitions to conclude that leadership is an effort of influence and the power to induce compliance. Our work, work environment, the motivation to work, leaders, leadership, leadership style, and a myriad of other work- related variables in their modern approach have been studied for almost many centuries. The original concept of leadership styles traces back to research conducted by Lewin and Lippit in 1938, who suggested that leadership behavior could be classified in terms of how much involvement leaders have with people-related versus work-related issues. The present exploratory study was undertaken to focus on the correlation of leadership styles and library effectiveness. Having summarized the findings of various researches and theories on leadership, particularly Transformational, Transactional and Laissez-faire, this paper aims at making an attempt to study the leadership style of academic libraries by implementing a foreign instrument (Multifactor Leadership Questionnaire) in Armenia, respectively by indicating the most appropriate style by four indicators. Moreover, taking into account the leadership styles proposed by Bass and Avolio, which is Transformational, Transactional and Laissez-faire, to follow library statistical dynamics and the impact on library effectiveness and to examine whether there are any significant changes in the library because of leadership style and what was the outcome of these changes in comparison with other libraries (of the same type). Having analyzed the major findings of this study, it is possible to conclude, that both hypotheses were proved, so far leadership style does matter in the library effectiveness. 4 Finally the findings indicated that the leadership style of directors has different effects on different indicators within the same library. Also the same library indicator changes because of leadership style. TABLE OF CONTENTS INTRODUCTION ..................................................................................................................... 8 LITERATURE REVIEW ......................................................................................................... 14 RESEARCH DESIGNE AND METHODOLOGY .................................................................. 35 CASE SELECTION .................................................................................................................. 38 RESARCH INSTRUMENTS ................................................................................................... 39 MEASURMENTS .................................................................................................................... 41 FINDINGS ............................................................................................................................... 44 ANALYSIS ............................................................................................................................... 51 CONCLUSION ........................................................................................................................ 60 LIMITATIONS AND FURTHER RESEARCH ...................................................................... 62 REFERENCES ......................................................................................................................... 64 APPENDIX A .......................................................................................................................... 68 APPENDIX B .......................................................................................................................... 71 APPENDIX C .......................................................................................................................... 72 5 APPENDIX D .......................................................................................................................... 74 APPENDIX E .......................................................................................................................... 75 LIST OF ABBREVIATIONS MLQ- Multifactor Leadership Questionnaire IA- Idealized Influence, Idealized Attributes IB- Idealized Influence, Idealized Behavior IM- Inspirational Motivation IS- Intellectual Stimulation IC- Individual Consideration CR- Contingent Reward MBE-A- Management-by-Exception: Active MBE-P- Management-by-Exception: Passive LS- Laissez-Faire EE- Extra Effort EFF- Effectiveness SAT- Satisfaction with the Leadership 6 LIST OF TABLES AND CHARST Table 1: Moving Averages of Pedagogical Institutes ........................................................... 38 Table 2: Case Selections .......................................................................................................... 55 Table 3: Absolute numbers .................................................................................................... 58 Table 4: Moving Average Indicators For The Libraries ...................................................... 60 Table 5: Library Scores .......................................................................................................... 67 Table 6: Student Numbers ...................................................................................................... 69 Chart 1: Khachatur Abovyan Rates ....................................................................................... 45 Chart 2: Vanadzor Rates ......................................................................................................... 46 Chart 3: Gyumri Rates ............................................................................................................ 46 Chart 4: Registred Patrons ..................................................................................................... 49 Chart 5: Visits To The Library ............................................................................................... 50 Chart 6: Circulation ................................................................................................................ 50 Chart 7: Budgetary Allocations .............................................................................................. 51 7 INTRODUCTION History of leadership, and the study of it, has roots in the beginning of human civilization. Egyptian rulers, Greek heroes, and biblical patriarchs all have one thing in common–leadership. There are numerous definitions and theories of leadership; however, there are enough similarities in the definitions to conclude that leadership is an effort of influence and the power to induce compliance (Wren 1995). Leadership is one of the most examined phenomena’s in social science. The scrutiny afforded to leadership is not surprising—leadership is a universal activity evident in humankind and in animal species (Bass 1990). Indeed, as Bass continues, reference to leadership is evident throughout classical Western and Eastern writings, with a common belief that leadership is vital for effective organizational and societal functioning. Our work, work environment, the motivation to work, leaders, leadership, leadership style, and a myriad of other work-related variables in their modern approach have been studied for almost many centuries. The organizational focus of leadership has evolved over this same period. Today, organizations are transforming into places where people are empowered, encouraged, and supported in their personal and professional growth throughout their careers. 8 An organization or establishment is made up of a group of people who have come together to form a business in the pursuit of achieving a common goal. The establishment is usually manned by a personnel team who occupies different positions; perform different tasks and operations in consonance with the purpose and goals of the establishment. In order to achieve the ultimate goal, effective management is required to further achieve cohesion, order, and results. A manager is charged with the responsibility of running an organization. Such a manager, however, requires the demonstration of some qualities to achieve excellence or success in business. It is within this context that the relevance of ‘leadership style’ will be considered as a critical variable of effective, efficient performance. The original concept of leadership style traces back to research conducted by Lewin and Lippit in 1938, who suggested that leadership behavior could be classified in terms of how much involvement leaders have with people-related versus work-related issues (Nahavandi 2000). After Lewin and Lippit, there were developed many other extensive approaches to leadership behavior. However over the past 20 years, there has been considerable interest in the new paradigm of transformational and transactional leadership (Avolio and Bass 1998). Previous leadership models have fallen short in explaining a ''full range'' of leadership styles, ranging from the charismatic and inspirational leaders to avoidant laissez-faire leaders. 9 The full range model of leadership was developed to broaden the range of leadership styles typically investigated in the field. The model was labeled ''full range'' to challenge the leadership field to broaden its thinking about what constitutes a much broader range of leadership styles than the paradigms of initiation of structure and consideration. The full range model of leadership assumes the existence of differences in the effectiveness of leadership styles, based on the active/passive distinction. Broad categories of leadership range thus from Passive/Avoidant Leadership (Laissez-Faire), through the classical model of Transactional Leadership and up to Transformational Leadership. Leaders must challenge the process; formulate the vision, both long-term and short-term; communicate the shared vision; enlist others above, below and sideways; lead the development of implementation strategies and action plans; develop, enable and recognize others; detect and exploit opportunities; provide a safe, supportive, attractive and welcoming environment with leading edge facilities; secure appropriate funds and resources; identify and correct deficiencies; manage by walking about (without falling into the trap of micro-management); be sensitive to others; understand the politics; adopt the TRUTH model (Trust, Respect, Understanding, Tact and Honesty); inspire and motivate others; and demonstrate humility, courage, passion, humor, compassion, reflective practice, emotional intelligence and wisdom (Schmidt 2007). As any other organization, the library is no exception in its need for good leadership to ensure good management as well as attainment of organizational objectives. 10