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The purpose of this study is to evaluate factors that contribute to black male school leaders’ career progression and sustenance within the teaching profession. This, because the progression of black and minority ethnic (BME) teachers in Britain has been the subject of much debate. Fewer BME teachers are in leadership roles in education, and there are only 230 BME headteachers of approximately 24,000 primary and secondary headteachers.

The headteachers’ professional lives are explored through the lenses of critical race theory and interpretivism. In doing so, it illuminates the journey towards and the realities of a group whose views are currently unrepresented in research on school leadership or that of the experiences of male BME teachers in England.

This study finds that whereas personal agency and determination are largely responsible for keeping these black headteachers in post, “White sanction” (Miller, 2016) has played a significant role in career entry and early career development. Furthermore, participants experience both limiting and facilitating structures as they negotiated their roles into headship and as headteachers. Limiting structures are those which constrain or hinder progression into leadership, whilst facilitating structures enabled participants to navigate and negotiate gendered racism, make progress in their careers and achieve success in their respective roles. Both limiting and facilitating structures include personal agency and contextual factors.

The paper also makes the point that more research is needed on current BME school leaders to examine the factors that motivate and enable them. Additionally, more research is needed on the limiting and facilitating structures identified in this study and on the potential generational differences that may exist between more established and newly appointed male BME school leaders. Studying generationally different school leaders may help to illuminate the salience of race and racism across an increasingly diverse population.

Furthermore, this paper also suggests that more BME school leaders are needed, thereby making the leadership teams of schools more representative, as well as raising aspirations and interest among BME teachers and therefore making black leadership sustainable.

This paper is an original piece of research that adds fresh insights into not only how black school leaders get into teaching and leadership but also significantly what keeps them there.

Women's Plight: Bad and Getting Worse, an article in Challenge by Barbara R. Bergman, March/April 1983 in which she argues that the Reagan's administration's budget‐cutting in humans services will worsen the economic lot of millions of Americans. It will hit hardest at women who are not under the economic protection of a relatively affluent employed male. Perhaps it is no accident that this policy is in accord with the “family policy” of the extreme right, with its belief in strengthening the subordination of women to men within the traditional family. But the fact is that there are millions of never‐married women, millions of single mothers, and millions of older women who are without a man. The present US administration's dismantling of federal programmes is going to make their already bad position more hopeless.

It is not rare to read positive comments about North American higher education from higher education stakeholders in Europe, particularly policy-makers and institutional managers. The aspects of the system which are most often praised are the degree of institutional competition and the benefits this brings in terms of institutional flexibility, responsiveness, and adaptability. Moreover, those voices also enhance the resourcefulness of North American higher education institutions in finding alternative sources of funding to cope with the steady decline in public funding. In recent decades European higher education has felt the impact of the aforementioned trends and the effects have been not altogether dissimilar from the ones identified in North American higher education. Moreover, the growing integration of European higher education systems has also contributed to enhance some convergence with some of the trends identified in the American case. In this paper, we reflect on the impact of the increasing marketization of funding and governance mechanisms on the European higher education landscape and compare it with the impact of those trends discussed in the papers by Irwin Feller and George W. Breslauer.

Early writings about teamwork in healthcare emphasized that healthcare providers needed to evolve from a team of experts into an expert team. This is no longer enough. As patients, accreditation bodies, and regulators increasingly demand that care is coordinated, safe, of high quality, and efficient, it is clear that healthcare organizations increasingly must function and learn not only as expert teams but also as expert multiteam systems (MTSs).

In this chapter, we offer a portrait of the robust, and albeit complex, multiteam structures that many healthcare systems are developing in order to adapt to rapid changes in regulatory and financial pressures while simultaneously improving patient safety, quality, and performance.

The notion of continuous improvement rooted in continuous learning has been embraced as a battle cry from the boardroom to the bedside, and the MTS concept offers a meaningful lens through which we can begin to understand, study, and improve these complex organizational systems dedicated to tackling some of the most important goals of our time.

The purpose of this paper is to offer six principles that health system leaders can apply to establish a governance and management system for the quality of care and patient safety.

Leaders of a large academic health system set a goal of high reliability and formed a quality board committee in 2011 to oversee quality and patient safety everywhere care was delivered. Leaders of the health system and every entity, including inpatient hospitals, home care companies, and ambulatory services staff the committee. The committee works with the management for each entity to set and achieve quality goals. Through this work, the six principles emerged to address management structures and processes.

The principles are: ensure there is oversight for quality everywhere care is delivered under the health system; create a framework to organize and report the work; identify care areas where quality is ambiguous or underdeveloped (i.e. islands of quality) and work to ensure there is reporting and accountability for quality measures; create a consolidated quality statement similar to a financial statement; ensure the integrity of the data used to measure and report quality and safety performance; and transparently report performance and create an explicit accountability model.

This governance and management system for quality and safety functions similar to a finance system, with quality performance documented and reported, data integrity monitored, and accountability for performance from board to bedside. To the authors’ knowledge, this is the first description of how a board has taken this type of systematic approach to oversee the quality of care.

OUR issue devotes special attention this month to the subject of the library for children. There is a common inclination to regard this subject as the most over‐written in all branches of library literature. It certainly is the part of our work which leads to much sentimental verbiage. These are dangers against which we are on our guard; they may be inevitable, but we do not think they are. As a matter of fact there has been a great deal of talk about this matter by people who have ideas and ideals, but who have had no real experience in applying them. The paper by Mr. Berwick Savers, written for the Library Association Conference, points out very cogently what has been wanting in library work in this country. This question of the children's librarian has not been faced anywhere in what may be called the ultimate manner; that is, as a distinct, specialist branch of library work, requiring high qualifications and deserving good payment. There will be no really successful library work of the kind in Great Britain until this is done.

OUR publication date precludes more than the beginning of our study on the Library Association Conference which, from the point of view of numbers, has been one of the largest. We shall continue in our next issue such comment upon it as the importance of the subjects under discussion would seem to warrant.

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).