jfconsultStrong libraries depend on strong leadership. Directors and senior managers set the tone for how staff collaborate, how decisions are made, and how the library adapts to change. But what happens when leadership itself becomes the problem?
While much has been written about silos and cliques in library organizations, the truth is that neither can thrive unless they are allowed to. And too often, it is library leadership — particularly at the director level — that sets the conditions for dysfunction to take root.
How Leadership Shapes Culture
Library directors have a unique influence: they control the vision, allocate resources, and determine how accountability is applied. Their decisions ripple down through every department.
- When accountability is inconsistent, problem staff remain unchecked, leading to cliques and low morale.
- When communication is unclear, silos grow stronger and cross-department collaboration weakens.
- When staff are excluded from decision-making, innovation suffers and resentment builds.
In short, directors either cultivate trust and collaboration, or they create the gaps where dysfunction flourishes.
The Long-Term Cost of Weak Leadership
A library can only rise as high as its leadership allows. When directors avoid addressing problems, staff morale sinks, innovation slows, and community impact diminishes. Over time, this leads to:
- Increased turnover among strong employees who no longer feel valued.
- Erosion of trust in both leadership and the organization as a whole.
- Reduced community engagement as repetitive programs replace fresh, innovative ideas.
- Weakened funding prospects as stakeholders see less evidence of growth or accountability.
What Effective Leadership Looks Like
Strong directors don’t have to be perfect, but they do have to be intentional. Effective leadership includes:
- Consistency in accountability. Apply standards fairly, regardless of staff position or tenure.
- Transparency in communication. Keep staff informed, engaged, and included in the vision.
- Modeling collaboration. Show through your own actions what it means to break down silos and discourage cliques.
- Commitment to growth. Invest in professional development — both for yourself and your staff — to strengthen the entire organization.
Final Thought
Silos and cliques are symptoms. The root cause often lies in how leadership chooses to respond — or not respond — to challenges. A library director’s willingness to model fairness, accountability, and collaboration can make the difference between a culture of dysfunction and a culture of trust.
Strong leadership isn’t optional. It is the foundation on which libraries build resilient teams, innovate services, and strengthen community impact.
✍️ This post is part of a Library Leadership & Culture mini-series: Part 1 – Breaking Down Silos, Part 2 – Cliques Are Not Collaboration, and Part 3 – When Leadership Is the Problem.
