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Scholars have begun calling for broader conceptualisations of moral disengagement processes that reflect the interaction of dispositional and situational antecedents to a predilection to morally disengage. The authors argue that collective leadership may be one such contingent antecedent. While researching leaders from the Gilded Age of American business history, the authors encountered a compelling historical case that facilitates theory elaboration within these intersecting domains. Interpreting evidence from the embittered leader dyad of Andrew Carnegie and Henry Clay Frick, the authors show how leader egoism can permeate moral identity to promote symbolic moral self-regard and moral licensing, which augment a propensity to morally disengage. The authors use insights developed from our analysis to illustrate a process conceptualisation that reflects a dispositional and situational interaction as a precursor to moral disengagement and explains how collective leadership can function as a moral disengagement trigger/tool to reduce cognitive dissonance and support the cognitive, behavioural, and rhetorical processes utilised to justify unethical behaviour.

How far do individual leaders influence Organisation Development? Certainly there have been a number of people who through their ambition, vision and skill have had an enormous impact in building up business organizations. We shall look at the life and career of some of the most renowned leaders. To start the series Mike Owridsmith outlines the work of Andrew Carnegie.

THE following abstract in tabular form has been prepared by some junior members of the Islington Public Libraries staff for the use of candidates in Section V. of the Library Association Examination. It does not pretend to do more than set out the chief provisions of the various Public Libraries Acts in a clear manner, as an aid to the memorization of the principal powers and duties conferred upon library authorities. The whole of the Acts can be purchased through any bookseller for 1s. 4½d., and every student of librarianship is advised to procure them.

The critical budgetting month of March is over, and we are at liberty to glance at the general position of libraries in regard to finance. As we anticipated, certain retrenchments have been effected in the form of reduced contributions from municipal rates, but while these have been regrettable they have in no case been so drastic as utterly to cripple the libraries involved. The unfortunate circumstance in the matter is the haphazard way in which reductions are made. An example worth quoting of this kind occurred at Ealing, where a councillor moved successfully that the appropriation for libraries be reduced to £1,500, without specifying in what directions economies were to be effected, or troubling himself about the working of a system of libraries upon this manifestly inadequate sum; but, after all, to tilt at haphazard methods is to tilt at British character. Naturally, the old exploded arguments against public libraries were advanced in various discussions, as at Croydon, where a councillor stated that the librarian's hours were spent “in handing novels to servant girls, who had nothing better to do,” a statement which he must have known to be untrue; but such arguments have met with small success, and on the whole the libraries have been supported.

MRS. — receives neither honourable nor other mention in annual reports, yet she cannot be unknown to every librarian. The assistant at the issue desk could probably give a very interesting account of her habits and instincts, of which he must perforce make a daily study. In a temple of literature issuing 100,000 volumes annually there will probably be twenty of her class, and each morning ten at least of “the old familiar faces” may be seen, apparently worshipping mystic, symbolic figures for awhile, and then offering and receiving gifts from the messenger of their goddess. From remarks passed by these devotees, we gather that they worship not Truth, but Fiction. Their saints are Miss Braddon, Mrs. Wood, Marie Corelli, and others. Many of their saints' good works are “not in,” “read long ago,” &c. Mrs. —'s reading may produce no apparent effect upon herself, but it has such an influence upon the tabulated results of Public Library work that it is worth while giving the matter some attention. It is most unfortunate that those judging the influence of a Public Library upon a community should rely solely upon the statistics usually given in annual reports. Pro and con may take the same statistics, and by most flawless logic each will prove the arguments of the other to be absurd, and in many cases it is done quite conscientiously; the conclusion arrived at quite depending upon the point of view. In this library issuing 100,000 volumes a year the percentage of fiction is, let us say, 60. Mrs. — comes at least every other day for a novel, and, as we may safely multiply Mrs. — by 20, we find she borrows 3,000 novels a year, or 3 per cent. Then, again, we never consider the many novels taken away and brought back next day because they were “not nice.” If there are 20 daily, we would now gladden the heart of the librarian by showing the percentage of fiction borrowed from his library to be 51, instead of 60. Should the issue in the class containing magazines and reviews be counted with fiction or not, certainly a large assortment of attractive magazines falsifies the record if not placed amongst fiction. Think of a classification which places in the same column—as is very frequent—the Strand Magazine and Mathew Arnold's “Essays”! Juvenile literature is surely fiction, and yet many reports totally ignore this fact, although it often amounts to 25 per cent. of the issues. For example, I find in the thirtieth Annual Report of the Borough of Tynemouth that the issue of fiction is 53 per cent. of a total issue of 85,625; but, if we take into account the 16,121 juvenile literature and 15,531 magazines and reviews, we will find the percentage of Fiction to have jumped up to 90 !

IT IS A FACT of life that people enjoy forming groups and associations of their like‐minded fellows, and a further fact that most groups fragment themselves from larger groups in order to pursue progressively more specialised common interests.

The purpose of this paper is to explore how academic and public libraries support entrepreneurial researchers and, in doing so, demonstrate impact and share best practices.

The authors discuss their own experiences as academic and public business librarians who support entrepreneurs. They do so by revealing the main services they provide to this unique user group and presenting examples from their own institutions. They also present what is done at other libraries by way of a literature review and an informal survey.

After navigating the landscape of business librarian support of entrepreneurs, many commonalities were found among the types of support offered. Most libraries in this study collaborate with a business incubator, center for entrepreneurship, office of economic development or small business development center in some fashion. Numerous outreach and networking efforts were found that had positive effects on the local and national economies. Although public and academic libraries have different base user groups, both types of libraries serve current and potential entrepreneurs, as well as students, who are looking for similar data in the same kinds of resources.

Although specific examples can be found in the literature, little has been published that provides an overview of the entrepreneurial services and resources provided at numerous libraries of different types as well as resulting impact. This paper fills this gap and should provide new ideas to librarians of all kinds wishing to reach entrepreneurs.

Purpose – Although not extensively documented, academic libraries in the United States of America have been involved in fund-raising for centuries. In more recent years, decreases in university budgets forced academic libraries to rely more heavily on philanthropy in order to operate or expand collections. However, much remains unknown about many aspects of academic library fund-raising. This study expands knowledge regarding library development efforts so that scholars and library administrators can better understand library fund-raising and become more successful in raising money.

Findings – Development work for academic libraries has shown to differ from other forms of development activities on a campus due to the fact that donors to academic libraries tend to differ from other kinds of donors on a campus. This research highlights strategies academic library development officers believe work in cultivating donors from a limited target population and how they believe this differs from or is similar to the work of other development officers in higher education.

Practical and social implications – This research sought to understand how organizational placement of the library development officer in the university has an impact on successful fund-raising.

Originality/value – This is the first research to directly study academic library development officers. This will help library administrators and those involved with academic library development efforts learn what library development officers believe works and doesn’t work in fund-raising.