Based on the premise that senior staff or high-level managers have the knowledge and experience required to make daily decisions and also have a degree of power and respect, this document proposes that these managers are in a position to be effective leaders who can and should foster an atmosphere of receptiveness for innovation and positive attitudes by giving a fair hearing and support to junior staff members' ideas, trusting in their professional abilities, encouraging them to strive for excellence, and keeping open communication lines. A scenario is presented that describes communication patterns that the low-level manager might use to transmit potential ideas and/or policies. Based on the experience of an academic library, this scenario includes an itemization of obstacles to the reception of low-level management ideas and a discussion of how these obstacles can be overcome. Other benefits to be gained by high-level managers' receptivity to junior staff member's ideas and suggestions are explained. It is suggested that high-level managers will have a dynamic library organization that impresses its clientele if they utilize these ideas. (14 references) (CGD)