THE RELATIONSHIPS OF THE CHIEF LIBRARIAN IN THE MEDIUM-SIZED PUBLIC LIBRARY WITH GROUPS AND AGENCIES EXTERNAL TO THE LIBRARY ARE DESCRIBED AND ANALYZED. HIS PROFESSIONAL, TRUSTEE, AND GOVERNMENTAL EXPECTATIONS ARE DERIVED FROM THE LITERATURE BY AND ABOUT LIBRARY ADMINISTRATORS AND FROM INTERVIEWS WITH PUBLIC LIBRARY ADMINISTRATORS. COMMUNITY APATHY, THE LOW STATUS OF THE LIBRARY, AND LEGAL AND FINANCIAL RESTRICTIONS INHIBIT THE ADMINISTRATOR'S BEING AN AGGRESSIVE EDUCATIONAL LEADER IN ACCORD WITH HIS PROFESSIONAL EXPECTATIONS. PROFESSIONAL NORMS ARE OF MINIMAL HELP TO HIM--THEY ARE WEAK, TOO NUMEROUS, AND OFTEN NON-EXISTENT FOR DIFFICULT SITUATIONS. LOCAL PRESSURES ARE STRONGER THAN PROFESSIONAL, ALTHOUGH PROFESSIONAL TIES AND LOYALTY ARE CONSIDERED MOST DESIRABLE. ADMINISTRATOR-TRUSTEE RELATIONSHIPS ARE NOT CLEARLY DEFINED AND ARE STRESSFUL. ALTHOUGH THE ADMINISTRATOR CANNOT BE AS CREATIVE AS THE LITERATURE OF THE PROFESSION INFERS, HE CAN INITIATE PROGRAMS AND INTERPERSONAL RELATIONSHIPS TO FACILITATE THEM, LARGELY THROUGH BARGAINING WITH BOARD MEMBERS AND GOVERNMENT OFFICIALS. INTERPERSONAL TASKS ARE MORE IMPORTANT THAN TECHNICAL ONES, AND MOST ARE WITH LAY PERSONS OUTSIDE THE LIBRARY STAFF. THE PROFESSION HAS YET TO EVOLVE USEFUL NORMS THAT WILL REDUCE THE STRESSES OF THE EXECUTIVE ROLE AND ENHANCE GOAL ATTAINMENT. THE INTERVIEW SCHEDULE USED FOR THE STUDY IS APPENDED. (AUTHOR)