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I am a specialist, I suppose, in People's Culture. It has taken me ten years to realize that is what I “do.” I publish books, and distribute other books, and study still more books, relating to the expressions of people considered “marginalized” in this society, though together they form the majority: working‐class people, farmers and some regional writers, minorities, women who deal with themes of oppression, and so on. The books express history, often a common one (on my desk is an autobiography by a Japanese‐American labor organizer in California who spent much of his life as an agricultural worker). The genres may vary: labor history, biography, autobiography, fiction, poetry, drama, occasionally a scholarly or critical study, but they share a radical content, related to their marginality.

All items listed may be borrowed from the Aslib Library, except those marked *, which may be consulted in the Library.

I'VE said it before, and I'll say it again: Eastbourne is an excellent place for a conference, and I set out for it after five years' absence with the hope that its handsome and genial presence would produce something better than the mixture of ordinary, obvious and sometimes inaudible papers that have been a constituent of more than one intervening conference. That towns can affect such occasions is no doubt a farfetched conceit, but they certainly affect me; as soon as I arrived the environmental magic worked, and old friends and new faces were seen in the golden light of perfect autumn weather.

The paper aims to deliver a general review of the methods used to pursue the concept of a “sustainable university”.

The research was Internet based, and it included research papers, books, conference proceedings, technical reports and Internet Web sites. The review was divided in two main parts: sustainability implementation methods and assessment and report tools. In turn, the practices used on universities to implement included more “traditional” environmental sustainability initiatives and a more updated sustainable management systems.

Because “traditional” sustainability environmental sustainability initiatives have flaws, more recent tools were developed to help manage sustainability. Two sustainability management systems specifically oriented to universities are outlined on this paper. They both highlight the advantage of disposing a systematized management system; the need of address environmental issues and putting special attention on the use of resources, especially energy, on campus buildings; the social responsibility of the institution; and educational and research sustainability activities that must be taken on universities. Managing sustainability in a university would be facilitated if the procedure used to implement sustainability is aligned with the tool used that assesses its performance.

The paper presents an updated review of the efforts that universities have made in contributing to a sustainable development. It includes methods and tools used to manage sustainability within a university, including the ones used to implement, assess and report it. The paper also intends to highlight the need of consistency and coherence between the implementation method and the assessment and report tools.

The purpose of this paper is to explore academic library leadership behaviors and the methods for integrating the democratic and transformational leadership styles.

Eleven structured interviews were conducted with academic deans and directors. A thematic content analysis was conducted on their responses, analyzing the frequency of certain topics and identifying emergent themes. These themes were then used to construct a democratic communication model.

The interview responses were grouped into five general leadership themes: participation in decision-making, relationship building, frequent and honest communication, equality and knowing the environment.

The structured interview format did not permit for unplanned follow-up questions, and some topics may not have come up in every interview unless specifically asked by an interview question. Due to the qualitative nature of this study, the perspectives of the participants may not be generalizable to the larger population.

This study identifies core themes of leadership practice that extend beyond the focus of transformational leadership alone. It suggests a democratic communication model to assist in integrating democratic leadership methods with transformational practices and goals.

This study suggests a greater emphasis on the communication and engagement practices of democratic leadership. In doing so, it suggests that the American Library Association's emphasis on transformational leadership alone should be reconsidered and that library science schools should increase focus on democratic leadership practices.

Most library leadership style studies emphasize transformational leadership. While there are some studies that explore elements of democratic leadership such as engagement and a flattening of organizational hierarchy, there is limited research on the integration of democratic and transformational leadership practices.

The purpose of the paper is to demonstrate that history has much to teach leaders in understanding resistance to affirmative action and how a greater commitment to diversity can be fostered.

This narrative review provides a timeline of a case for resolution‐by‐agreement in the wake of the landmark Knight v. Alabama case.

There have been dramatic increases in the enrollment of students of color and the presence of African‐American faculty in the three major public universities that comprise the University of Alabama System, as well as others in the state.

The present review does not contend that historic and fundamental inequities no longer exist in business and society. Moreover, the authors recognize that present inequities in the realms of diversity have important and historical roots. Likewise, there is no attempt to suggest that affirmative action is no longer a necessary or desired program in some areas. Neither do the authors deny the potential for inordinate management influence in the implementation and practice of some programs that focus on “diversity” instead of “affirmative action.”

The numbers are not optimal. But future studies, along with this paper, should make a significant contribution to the affirmative action literature in the hope that organizations of all types may exceed their goals in the area of “diversity” as part of a larger quest for genuine advancements in the realm of diversity and fairness throughout society.

The paper provides an additional lens through which to examine diversity initiatives. Organizations can learn from the resolution‐by‐agreement process used to settle this desegregation dispute.