When Leadership Falls Short: The Crisis of Care in Library Work
Posted on in Blog Posts
Why Library Workers Are Saying “No” to Leadership Roles
Posted on June 9, 2026 in Blog Posts
Authors:
Alejandro Marquez
When I graduated from library school, my ambition was clear: I wanted to become an administrator. I envisioned myself leading teams, shaping the direction of the organization I joined, and advocating for the people and projects I believed in. I genuinely felt that a management role would provide me a platform to translate those passions into action. It would allow me to champion resources, address challenges, and ultimately, make a significant impact on the lives of my coworkers and the people that we serve. However, the reality of being in a managerial role quickly revealed financial, structural, and interpersonal barriers. I encountered persistent constraints around budgets and time, faced overwhelming workloads, and, most significantly, was confronted with the ongoing need to support and mentor struggling colleagues.
For years, libraries have been operating on shoestring budgets, battling shifting priorities, and grappling with the relentless demands of a digital age. A significant number of talented and dedicated library workers are saying “No” to the traditional managerial roles within libraries. This isn’t a simple act of not wanting to grow in their career, but rather a symptom of deep-seated issues, a culmination of burnout, frustration, and a fundamental disconnect between the noble ideals of the profession and the often-toxic realities of its operational environment. This essay will explore the factors driving this trend, delve into the specific workplace issues, and propose concrete steps toward building a more sustainable and fulfilling future for library workers.
Workplace Issues
Technology Overload: The 21st century has fundamentally altered the nature of work, and libraries are no exception. Library managers are often expected to respond to inquiries outside of traditional working hours, which leads to a sense of being perpetually “on call” and blurs the lines between work and personal life. The sheer volume of communication, such as meetings, emails, and instant messages, can be overwhelming, creating a sense of being constantly pulled in multiple directions. The relentless stream of notifications and demands creates a state of chronic cognitive overload, impacting productivity, mental well-being, and ultimately, job satisfaction.
Managing Others: A common complaint among library workers, particularly those aspiring to leadership roles, is feeling responsible for others’ performance without the necessary authority to effectively address issues. The frustration arises from a disconnect between the demands of the role and the lack of agency to effect change. Managers are frequently tasked with resolving issues that stem from inadequate training, poor resource allocation, or a lack of support, but are often unable to address the root causes due to bureaucratic hurdles or a lack of decision-making power.
Arrival Fallacy: The arrival fallacy is the mistaken assumption that a goal or outcome will allow an individual to achieve happiness. In an organization, bosses often promise their workers a reduction in workload or stress simply by hiring new people. Often, there is no reduction as other people leave, positions are frozen, or institutional priorities shift. Instead of a reduced workload, leaders often inherit a backlog of issues, and the initial optimism can quickly fade as they grapple with the same systemic challenges. The cycle of hiring new leaders with the expectation of change, only to see the same problems persist, creates a sense of disillusionment and fuels discontent.
Toxic Positivity: Organizations often promote a relentlessly optimistic outlook on situations that require honest and critical assessment. Budget cuts are routinely framed as “rightsizing” or “reevaluation of needs.” The pressure to “look on the bright side” or to accept that “everything happens for a reason” can be incredibly invalidating, particularly for those already struggling with the pressures of the job. This stifles critical thinking, discourages open discussion of problems, and creates a culture where genuine concerns are dismissed or minimized.
Noble Profession: The concept of vocational awe, coined by Fobazi Ettarh, refers to the feeling of deep connection and purpose that initially draws library workers to the profession. Many individuals are drawn to the library’s mission of promoting literacy, fostering community engagement, and making knowledge accessible to all. However, this idealism can be profoundly undermined by the realities of the workplace. Constant exposure to budget cuts, service reductions, and the pressures of competing demands can erode this initial passion, leading to disillusionment and a desire to escape the profession’s constraints. The gap between the idealized vision of the library and the often grim operational environment can be a significant source of stress and dissatisfaction.
Autonomy: Effective leadership requires the ability to influence decisions, shape strategy, and advocate for one’s team. However, library managers often find themselves operating within rigid structures, lacking the authority to address critical issues, and consistently blocked from exercising their judgment. Leaders are often not in control of budget decisions, compensation, hiring processes, or even cross-functional policy initiatives. This creates a profound sense of frustration and powerlessness, which drives talented individuals away from leadership roles and, increasingly, away from the profession itself.
Building a Better Future
Organizations need to acknowledge the underlying issues and implement proactive strategies. Here are some key steps we can take:
- Compensation and Workload Equity: Leadership roles demand significant time, energy, and expertise. Compensation needs to reflect a workload that accurately represents increased responsibilities. Workload differentials—recognizing that leadership roles often extend beyond a role’s core duties—are essential and must be accounted for. Transparent workload assessments and the equitable distribution of responsibilities are tools that can help this process.
- Clear Policies and Procedures: Ambiguity breeds anxiety and frustration. Organizations need to establish clear policies and procedures regarding communication, decision-making, conflict resolution, and accountability. Regular review and updates are vital to ensure policies remain relevant and effective. Transparency is key. Employees should understand how decisions are made and have access to the information they need to perform their jobs effectively.
- Empowerment, Not Just Authority: True leadership isn’t just about holding a title; it’s about empowering individuals to take ownership, make decisions, and contribute meaningfully. This requires fostering a culture of trust, providing adequate resources, and removing unnecessary bureaucratic hurdles.
- Prioritize Well-Being: Organizations need to actively prioritize the well-being of their employees. This includes promoting work-life balance, encouraging employees to take breaks, and providing access to mental health resources (e.g., benefits, Employee Assistance Programs). A healthy workforce is a productive workforce.
- Cultivate Psychological Safety: Creating a workplace where people feel safe to speak up, share ideas, and take risks is paramount. This requires fostering a culture of respect, empathy, and vulnerability. Leadership must model open communication, actively solicit feedback, and demonstrate a willingness to admit mistakes. Mechanisms for anonymous feedback should be established and regularly monitored.
Let’s work together to build a future where work is not just a means to an end, but a source of purpose, fulfillment, and genuine connection. The future of libraries depends on it.
About the author:
Alejandro Marquez (he/him) is a Science and Engineering Librarian at the University of Denver Libraries. He also served in the Peace Corps in El Salvador, where he worked as a Municipal Development volunteer. His research interests include library employee mental health and well-being.
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