The ideal executive head of a large public library—let me say it emphatically—should have the qualifications of both librarian and superintendent. Perhaps, in the case of some of the largest libraries, it is well to have both a superintendent and a librarian; but when such a distribution of duties becomes desirable, it is certain that the superintendent should have something of the spirit of a librarian, and as much of his technical knowledge as possible, and that the librarian should be often consulted in regard to questions of management, and have, himself, no mean qualifications as an executive officer.
A good librarian should be allowed to make experiments (observing, of course, reasonable limits), without consulting the board of trustees, with the purpose of satisfying himself as to the desirability and feasibility of adopting new methods, and of obtaining evidence that will enable the board to form intelligent opinions in regard to the value of changes recommended by him.
Experiments may often be undertaken, with good prospect of success, by persons familiar with kinds of work which a board of trustees, acquainted with such kinds of work, would not care to try, but which, nevertheless, it is very important should be tried.
A librarian should have the appointment of his assistants in his own hands, and should himself consult heads of departments in the choice of persons to serve under them.
He should be allowed to buy such books as are needed between meetings of library committees and boards of trustees, just as a trusted cashier is permitted to loan money to a bank's customer between meetings of its board of directors. Both the librarian and the cashier should, of course, give an account of such proceedings to the committee or board over him at the meeting next after the transactions.
Generally speaking, a competent librarian should be allowed large freedom, and held responsible for wisdom in management.
On the other hand, the board of trustees should insist upon the observance by the librarian of such forms as have been adopted as safe-guards.
While it should allow much liberty to its executive officer, it should also see to it that he keeps the machinery, by which work is done, in order; so that, if in the exercise of a careful oversight, it shall become advisable at any time for it to resume the power conferred on the librarian, it may be able to do it promptly.
Trustees and directors may render services of the greatest value to libraries and librarians.