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The Leader As Decision-Maker: When Centralized Decisions Become Imperative

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Title: The Leader As Decision-Maker: When Centralized Decisions Become Imperative
Author(s): White, Herbert S.
Subject(s): Library administration -- Decision making Leadership in libraries
Abstract: My title requires at least some definition. I am not an advocate for authoritative decision-making just for the fun of it, or simply to fuel the manager's ego. Of the four ranges of management styles I identify - authoritative, consultative, participatory, and abdicative - I stress that the most appropriate for any situation is the one that manages least, given the constraints under which the manager is operating, and of course managers always operate under constraints. These include time, money, space, and the expectations of others outside his or her management sphere. In lecturing on this point to my students, I stress that frequently managers make decisions they need not make or should not make, and perhaps as frequently they refuse to make decisions that they alone can make.
Issue Date: 1993
Publisher: Graduate School of Library and Information Science. University of Illinois at Urbana-Champaign.
Citation Info: In Occasional Paper (Graduate School of Library and Information Science. University of Illinois at Urbana-Champaign), no. 198-199: 19-28.
Series/Report: Occasional papers. University of Illinois at Urbana-Champaign, Graduate School of Library and Information Science, no. 198/199Allerton Park Institute (35th : 1993)
Genre: Conference Paper / Presentation
Type: Text
Language: English
URI: http://hdl.handle.net/2142/4015
ISSN: 0276-1769
Publication Status: published or submitted for publication
Rights Information: Copyright 1993 Board of Trustees of the University of Illinois.
Date Available in IDEALS: 2008-03-17
 

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