Currently, the school in which I teach does not have a mission statement let alone an identified moral purpose for the school library(there is of course moral purpose to our organisation, it is implied rather than explicit). This leads the library in my school to flounder and remain locked in to delivering today’s clients’ (students) with yesterday’s services (which leaves the staff to question its relevance at all).
Like other organisations, it is imperitive for my school library to adopt a mission statement in order to “focus attention on the significant goal…in a clear a communicable way” (Winzenried, 2010) which will allow students, staff, management and community partners to understand and endorse its position in the school. In order for the teacher librarian to effectively achieve their designated goals and obtain their desired purpose for the school library these goals need to be planned, mapped and shared with all stakeholders.  This creates the support necessary for the library to move in the desired direction.

Donham makes an interesting point when he states that managers should “understand what you can and cannot be best at”(pg.297). This reinforces the importance of collaboration with colleagues and library stakeholders. The teacher librarian as leader should incorporate the strengths of others to achieve the established goals and purpose. Collaboration with ones colleagues and knowing their strengths and weaknesses is important to success.

Finally, the goals of a school library need to be consistently reviewed, challenged or changed. As Donham states “effective leaders reflect periodically on progress made and goals yet to be met”(pg. 303).