Everyday HR by Munde Gail;

Author:Munde, Gail; [Gail Munde]
Language: eng
Format: epub
Tags: LAN025010
ISBN: 1702496
Publisher: American Library Association
Published: 2013-04-04T00:00:00+00:00

EXPERT KNOWLEDGE

Some combination of expert knowledge, skills, and abilities will be required qualifications for any supervisory position. The organization in general, and those supervised by the position, will expect the supervisor to know more about a library process, function, or service than anyone else and to maintain this lead in order to inform, train, retrain, and evaluate the work of participating individuals. Fulfilling this basic expectation of supervisors requires continuing education, study, and professional development to stay ahead of the curve, especially as academic libraries and higher education in general undergo fundamental changes in the way they do business. An individual supervisor’s interests in a field or subfield can change over time or can shift to focus on something entirely outside the unit’s responsibility. If a supervisor has lost all interest in the substance, content, and purpose of the unit’s work and has lost his or her own motivation for further mastery and improvement, it becomes difficult to motivate the performance of others. The best supervisors are passionate about their area of expertise. Disinterest is hard to hide and can be infectious. When this happens, the best solution might be to “follow the heart” and look for a position in the new area of interest. If the supervisor is not rewarded by his or her work, it is unlikely that the supervisees will be either. Expert knowledge may be a predicate for quality supervision, but it is certainly not the only or even the most important factor in successful supervision.

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