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论文编号：	15967
作者编号：	1120180969
上传时间：	2026/3/25 17:43:00
中文题目：	我国公共图书馆馆长整合型领导力模型建构与作用机制研究
英文题目：	Research on the Construction and Mechanism of Integrated Leadership Model for Directors of Public Libraries in China
指导老师：	徐建华
中文关键字：	公共图书馆；馆长；领导力；整合型领导力
英文关键字：	Public Library；Library Director；Leadership；Integrative Leadership
中文摘要：	十四五以来公共图书馆迈向高质量发展的新阶段，也是智慧化转型与公民需求升级的攻坚时期。面对技术迭代与用户需求变迁的双重挑战，公共图书馆亟需通过服务模式革新与治理能力提升实现转型升级。在这一进程中，馆长作为图书馆发展的核心决策者与战略引领者，其认知水平、管理能力及领导风格直接影响组织效能与服务质量的提升。此外，公共图书馆馆长具有多重身份，作为图书馆的领导者，馆长需要制定发展规划，协调组织关系；作为政府职员，馆长需要向上级主管部门申请经费、反馈工作成果；作为社会合作主体，馆长需要与各类社会力量、同侪单位建立合作关系；作为公共文化服务者，馆长需要馆长以读者需求为中心，开展公共文化服务，完成公共图书馆的时代使命，多重身份的叠加要求馆长具备复合型能力结构。这种多重角色的叠加效应，要求馆长具备跨层次、复合型的能力结构，因而从整体性视角探究其整合型领导力的生成机制、结构特征与作用效能具有重要理论价值与实践意义。 研究一聚焦整合型领导力的多维度结构解析，运用深度访谈与参与式观察法，与26位公共图书馆馆长开展面对面半结构化对话，从微观、中观、宏观三个层次系统识别整合型领导力的核心构成要素，最终构建了包含个体、组织、社会三个维度的整合型领导力模型。个体层面涵盖人格特点、工作动机、学习意识与工作能力四大范畴，构成领导者推动组织发展的内在驱动与能力基础；组织层面包含愿景规划、领导垂范、充分授权、个性化关怀、权变福利、宏观把控与高工作标准七大范畴，是领导者通过制度设计与行为引导构建高效能组织体系的核心机制；社会层面聚焦创造公共文化价值与社会化协作两大范畴，体现图书馆作为公共文化服务机构的责任使命与实践延伸。 研究二重点探讨影响整合型领导力影响因素与作用结果，揭示了两大影响因素，分别是情境因素与个人背景因素。公共图书馆馆长的整合型领导力是情境支持与个人背景特质协同作用的结果，是形成整合型领导力的重要驱动因素。在情境层面包括政策背景、环境因素、上级支持三大积极因素，推动了馆长领导力的有效开展；此外，也探讨了馆长面临的经费、编制不足等现实困境带来的影响。在个人背景层面，重点分析了任职经历与专业背景对馆长领导力的影响，是形成整合型领导力的重要驱动因素。 馆长整合型领导力的作用结果系统体现在对下属、图书馆及社会三个层面的影响。对下属而言，促进职业成长并产生组织公民行为；对图书馆而言，推动其获得上级单位表彰、科研项目与论文产出，并通过斩获国内外奖项与媒体报道重塑公众认知，提升社会声望与文化影响力。对社会而言，深化全面履行教育、文化、信息、普惠等社会责任与时代使命。 研究三通过案例研究验证并深化模型的解释力，深度挖掘案例中馆长整合型领导力的具体表现、形成因素与作用结果，验证了上述模型的合理性，进一步阐释了整合型领导力的形成机理与作用机理，对模型进行修正与要素补充。 本研究基于公共图书馆馆长整合型领导力的系统探究，结合整合型领导力模型、影响因素及作用机制的结论，从主管部门、馆长、图书馆工作人员三类主体出发，对研究结果进行讨论，并提出相应的管理启示。首先，基于我国公共图书馆面临的生存困境对主管部门的提出以下讨论与启示：优先任命图情背景与有图书馆工作经验的馆长、建立行政+专业双轨协同的领导团队、通过建立图书馆编制精准配置制度与编制周转池来缓解公共图书馆普遍存在的“编制荒”问题。其次，针对馆长领导力的提升，本研究围绕个人复合知识重构、营造以馆员为本的组织文化以及社会协作时强化图书馆主体地位与核心使命三方面展开讨论，并提出相应的管理启示。最后针对图书馆工作人员的职业成长，提出以饱满的职业精神为内核、专业知识为基础、复合知识赋能、增强主体意识四条讨论与启示。
英文摘要：	Since the 14th Five-Year Plan period, public libraries have entered a new stage of high-quality development, which is also a critical period for intelligent transformation and the upgrade of citizens' demands. Facing the dual challenges of technological iteration and changes in user demands, public libraries urgently need to achieve transformation and upgrading through service model innovation and governance capacity improvement. In this process, as the core decision - makers and strategic leaders of library development, the cognitive level, management ability, and leadership style of library directors directly affect the improvement of organizational effectiveness and service quality. In addition, public library directors have multiple identities. As the leaders of the library, directors need to formulate development plans and coordinate organizational relationships; as government employees, directors need to apply for funds from superior competent departments, report work results; as social cooperation entities, directors need to establish cooperative relationships with various social forces and peer institutions; as public cultural service providers, directors need to focus on readers' needs and carry out public cultural services to fulfill the mission of the times of public libraries. The superposition of these multiple identities requires directors to have a compound ability structure. The superposition effect of these multiple roles requires directors to have a cross - level and compound ability structure. Therefore, it is of great theoretical and practical significance to explore the generation mechanism, structural characteristics, and efficacy of their integrative leadership from an overall perspective. Study 1 focused on the multidimensional structural analysis of integrative leadership. Using in - depth interviews and participatory observation methods, face - to - face semi - structured dialogues were conducted with 26 public library directors. The core constituent elements of integrative leadership were systematically identified at the micro, meso, and macro levels, and an integrative leadership model including individual, organizational, and social dimensions was finally constructed. The individual level covers four categories: personality traits, work motivation, learning awareness, and work ability, which constitute the internal driving force and ability foundation for leaders to promote organizational development. The organizational level contains seven categories: vision planning, leadership example - setting, full authorization, personalized care, contingent benefits, macro - control, and high work standards. It is the core mechanism for leaders to build an efficient organizational system through institutional design and behavior guidance. The social level focuses on two categories: creating public cultural value and socialized collaboration, reflecting the responsibility and mission of public libraries as public cultural service institutions and their practical extension. Study2 focused on the influencing factors and outcome results of integrative leadership. Two major influencing factors were revealed, namely situational factors and personal background factors. The integrative leadership of public library directors is the result of the synergistic effect of situational support and personal background traits, which are important driving factors for the formation of integrative leadership. At the situational level, it includes three positive factors: policy background, environmental factors, and superior support, which promote the effective implementation of directors' leadership. In addition, the impact of practical difficulties faced by directors, such as insufficient funds and staffing, was also discussed. At the personal background level, the influence of work experience and professional background on directors' leadership was analyzed, which are important driving factors for the formation of integrative leadership. The outcome results of directors' integrative leadership are systematically reflected in the impacts on subordinates, libraries, and society. For subordinates, it promotes career growth and generates organizational citizenship behaviors. For libraries, it promotes them to obtain recognition from superior units, scientific research projects, and paper outputs, and reshapes public perception, enhances social prestige, and cultural influence through winning domestic and international awards and media coverage. For society, it deepens the fulfillment of social responsibilities and the mission of the times in education, culture, information, and inclusiveness. Study 3 verified and deepened the explanatory power of the model through case studies. The specific manifestations, forming factors, and outcome results of directors' integrative leadership in the cases were deeply explored. The rationality of the above model was verified, and the forming mechanism and outcome mechanism of integrative leadership were further explained, and the model was revised and supplemented with elements. This study is based on a systematic investigation of the integrative leadership of public library directors. Combining the conclusions of the integrative leadership model, influencing factors, and mechanisms of action, it discusses the research results from the perspectives of three types of subjects: administrative authorities, directors, and library staff, and provides corresponding management insights. Firstly, based on the survival challenges faced by public libraries in China, the study offers the following discussions and recommendations for administrative authorities: prioritize appointing directors with a background in library and information science and relevant library work experience; establish a dual-track leadership team integrating administrative and professional expertise; and alleviate the common 'staffing shortage' in public libraries through a precise staffing allocation system and a flexible staffing pool. Secondly, regarding the enhancement of directors' leadership, this study discusses three aspects: reconstructing personal composite knowledge, fostering an organization culture centered on library staff, and strengthening the library's dominant role and core mission in social collaboration, while providing corresponding management recommendations. Finally, concerning the professional development of library staff, the study proposes four discussions and recommendations: cultivating a strong professional spirit as the core, building on professional knowledge, empowering staff with composite knowledge, and enhancing their sense of agency.
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