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Even though an increasing number of British South Asian women have moved into paid employment over the years as a reflection of social and cultural mobility and change, their work‐family experiences are not widely reported. This paper examines the experiences of British South Asian full‐time managerial or professional women combining work and family life. A qualitative study based in the north‐west of England was conducted utilising semi‐structured interviews with 17 women. Five themes are discussed: cultural influences on domestic responsibilities; additional responsibilities and commitments to extended family and community members; work‐family priorities and “superwoman syndrome”; stereotypes of roles and responsibilities at work; and experiences of discrimination. Managerial or professional British South Asian women are subjected to the same cultural family commitments and expectations as other non‐professional British South Asian working women. Practical implications of the findings are related to managing diversity approaches and organisational culture change.

An area of diversity currently receiving attention is the large proportion of the workforce with commitments to care for a family. Many organisations have introduced “family friendly” policies including parental leave, childcare assistance and reduced hours of work. But this tends to focus on mothers of healthy, young children. The intense, long‐term needs of disabled children can severely stretch the provision organisations make for parents. This article presents an interview survey of parents with disabled children. It argues that, while many of the parents experience problems establishing a work‐home balance, these are partly caused by blocks within the wider community. Organisations can certainly reap benefits from making special arrangements for employees with disabled children but there are limits to corporate responsibility in relation to non‐work barriers. The article highlights the need for diversity initiatives to look beyond the workplace and incorporate aspects of the wider context in which organisations operate.

Concepts of health and wellbeing have long been conceived as relevant to leisure, recreation and rejuvenation. These are now conceived as being necessary and useful as potential measures of success in community development and in that subset of leisure and recreation pursuits that is designated as tourism at a destination. The paper aims to discuss this issue.

A post-modern approach to development of community and markers of sustainable development more-or-less correspond to sustainable development goals (there are 17) that often overlay the concepts of good health and wellbeing that concern all stakeholders.

This paper encompasses best practice experiences from two case studies conducted in a tourism “hot spot” in the environs of the first National Park established in Derbyshire in the UK. There is some urgency about this topic as resources for community development are increasingly under pressure from local, central government and the expectation is now that local communities take full responsibility for that development. An inter-disciplinary approach using concepts of health and wellbeing is recommended.

Wellbeing may demand a greater allocation of scarce resources in an era of self-determination, bottom-up and locally sourced community aspiring to become, or remain, a destination of choice. Two case studies’ outcomes in this development are presented with a special focus on creation of a repository for the know-how and know what of the learning acquired.

In this paper, we measure the impact of transactional leadership and transformational leadership styles on student learning outcomes. Leadership style was measured using a set of questions that were developed based on the conceptions of leadership style from Avolio, Waldman and Yammarino (1991). Student learning outcomes investigated included overall final mark achieved in the course, as well as communication skills, writing skills, critical thinking and analysis skills, study skills, reading skills and interpersonal skills.

In a general way it is obvious that the developmental cycles of libraries reflect those of their parent institutions, the universities. Thus, libraries, like universities, have experienced a period of intense growth and diversification in the past four or five decades. This has been followed by a period of increasingly severe resource constraint relative to need while high expectations have continued almost unabated. It is now widely acknowledged that basic changes in the way information services are provided are inevitable, even though there is not yet complete consensus about what the nature of those changes can or should be. Clearly there is a powerful connection between the new Fiscal realities of universities and our capacity to resolve the information management requirements of this new era.