| Purpose. The purpose of this study was to ascertain if the pattern of leadership behavior of library directors of historically black colleges vary according to sex, age, number of years in the profession, number of years as an administrator, educational level, and span of control. It was also attempted to determine if there is a relationship between the library directors' perception of their leadership behavior and their subordinates' perception. The twelve areas of leadership which were investigated are: (a)Representation, (b)Demand Reconciliation, (c)Tolerance of Uncertainty, (d)Persuasiveness, (e)Initiation of Structure, (f)Tolerance of Freedom, (g)Role Assumption, (h)Consideration, (i)Production Emphasis, (j)Predictive Accuracy, (k)Integration, and (l)Superior Orientation.;The two questionnaires mentioned above were mailed to thirty-five black library directors and five of their randomly selected subordinates each of whom was employed at a public historically black four-year college or university located in nineteen states throughout the United States. Useable questionnaires were obtained from thirty library directors and 150 of their subordinates, making the total number of responses 180.;Findings. The analyzed data for this study revealed the following: (1)Both male and female library directors in the sample viewed their leadership behavior in a similar manner on all twelve subscales of the LBDQ--Form 12. (2)Age of the directors was a factor only on the subscale consideration. (3)It was concluded that number of years in the profession was a factor on two of the subscales--Demand Reconciliation and Persuasion. (4) The number of years the directors had served as an administrator was not significant on any of the twelve subscales. (5) It was concluded that educational level of the directors was a factor on only one of the subscales--Demand Reconciliation. (6)Span of control was a factor on two of the subscales--Consideration and Integration. (7)When an investigation was made into the relationship between the library directors' perception of their leadership behavior and their subordinates' perception of the directors' behavior, it was concluded that there was no significant relationship on any of the twelve subscales.;Recommendations. (1)Ideas, theories, and concepts in literature on administration should be freely incorporated into future literature on library administration, especially in the area of leadership. (2)Library directors should become more knowledgeable about their behavior as a leader and fully cognizant of how the members of their respective staffs perceive them as leaders. (3)Because library directors must work with and through subordinates, they should find appropriate ways and appropriate times to involve them in the overall operations of libraries, rather than only with their assigned area of responsibility within the library. The subordinates' assistance, information and wealth of experience is usually invaluable. (4)That the major index to published information in library science, Library Literature, included leadership as a primary indexing term as do other major indexes. (5)That another instrument be developed for determining leadership behavior that is, perhaps, more sensitive to librarianship. (6)Additional scientific research be undertaken in the area of library administration, and that results are published in major journals and/or books related to this profession.;Procedure. Two instruments, The Leadership Behavior Description Questionnaire--Form 12 and a Personal Data Survey were used to collect data for this study. The LBDQ--FORM 12 was utilized to measure twelve dimensions of leader behavior, and the Personal Data Survey was utilized to obtain personal information about each of the respondents. |
