Many of us arrive in supervisory positions with little or no formal training in academic library leadership. We attempt to teach ourselves the skills we need to be good managers and organizational leaders while juggling our own identity shifts and insecurities.
 
Critical Library Leadership: Managing Self and Others in Today’s Academic Library provides practical, library-specific, hands-on tools that help us shape our approach to leadership and ourselves as leaders. It gives practical strategies for dealing with stress and addressing feelings of insecurity alongside managing the organization from an equity perspective that places people at the forefront. Each section offers a mixture of theory and research, lived experience, and practice that captures many different techniques you can apply to your own journey and organizational context in both formal and informal ways.
 
Part I: Leader as Self
            Section I: Care, Empathy, and Authenticity
            Section II: Career Development
 
Part II: Leader as Role
            Section III: Relationships with Others
            Section IV: Management Practices
 
Critical Library Leadership offers a sense of recognition and of community, new ideas for personal and organizational practice, and a renewed appreciation for the immense amount of affective, emotional, and practical labor that is required of each of us as leaders.

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
 
Introduction
Part I: Leader as Self
Section I: Care, Empathy, and Authenticity
Chapter 1. Working the Second Shift: Flexible Work Arrangements and Caregiver Responsibilities for Library Managers
Bridgit McCafferty
 
Chapter 2. I Have Problems, Too: Balancing Your Own Needs with Those of Your Staff
Gretchen Dreimiller
 
Chapter 3. Views from Zoom: My Whole Self Is Brown
Marco Seiferle-Valencia
 
Chapter 4. Leading to Include
Jennifer Thom Hadley
 
Chapter 5. Epilepsy, Librarianship, and Leadership: How Challenges Build Character
Garrett Trott
 
Section II: Career Development
Chapter 6. DIY Leadership: Alternate Paths for Career Development
Vincci Kwong
Chapter 7. Managing Your Career: Creating A Leadership Development Plan
Jennifer A. DeVito
 
Chapter 8. Using SWOT Analysis to Create a New Role for Yourself
Kim Clarke
 
Chapter 9. Imposter Among Us: Imposter Phenomenon in Librarians with Teaching Duties
Jenni Jacobs, Josh Salmans, and Jason Rinaldo
 
Part II: Leader as Role
Section III: Relationships with Others
Chapter 10. Working in the Liminal Space of Interim Leadership
Stephanie Crowe and Jason Fleming
 
Chapter 11. Internal Candidate: Moving from Colleague to Director
Jenny Horton
 
Chapter 12. From Peer to Report: Confronting Changing Relationships on the Leadership Journey
David Dahl
 
Chapter 13. Strategies for Overcoming Loneliness in Library Management
Jennifer Hughes and Michelle Lewis
 
Chapter 14. Moonlighting as a Leader
Shannon Smith
 
Chapter 15. Cocreating Team Expectations to Build Trust and Rapport: Approaches for New Managers
Hailley Fargo and Brianna Marshall
 
Chapter 16. Navigating Fear of Feedback: Cultivating Practices to Reflect and Learn
Anna Sandelli
 
Chapter 17. Giving Yourself Permission to Move On
Tammy Ivins and Amanda Tarbet
 
Section IV: Management Practices
Chapter 18. Going in Gentle: Best Practices From Trauma-Informed Library Leadership
Megan Lowe
 
Chapter 19. Cultivating a Team out of Workplace Trauma
Melanie Bopp
 
Chapter 20. Envisioning Leadership: Principles of Feminist Management in Practice
Karen Stoll Farrell and nicholae cline
 
Chapter 21. De-bias Your Hiring Practices: Supporting Equity for Neurodiverse Candidates in Job Interviews
Paul Glassman
 
Chapter 22. Herding Tigers through a Reorganization: Practical Applications of a Pandemic Reorganization
Michelle Colquitt, Renna Redd, and Chris Vidas
 
Chapter 23. Prepare, Partner, Protest, Propose, and Persevere: Advocating for a Dedicated Information Literacy Classroom
Michelle Hendley
 
Chapter 24. Better Together: Building Relationships with Non-academic Units
Lori Birrell
 
About the Editors
About the Authors