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This study aims to investigate the perceptions of academic librarians regarding research data services (RDS) in academic library environments. This study also examines a range of challenges in RDS from the perspectives of academic librarians.

A nationwide online survey was administered to academic librarians engaged in data services at research universities around the USA. The collected survey responses were analyzed quantitatively using descriptive statistics, hierarchical clustering and multidimensional scaling.

Academic librarians perceived that consultation services would be more valuable to users than technical services in offering RDS. Accordingly, skills associated with consultation services such as instructional skills and data management planning were perceived by participants to be more important. The results revealed that academic libraries would need to seek collaboration opportunities with other units on campus to develop and offer RDS, especially technical services.

This study contributes to the existing body of research on the topic of data services in research universities. The study investigated various types of specific professional competencies and used clustering analysis to identify closely associated groups of service types. In addition, this study comprehensively examined both relevant resources for and barriers to RDS.

Criminological, historical, and sociological research has continually underestimated women’s violent potential in the German Neo-Nazism movement. Contemplating this leads to questions about female agency in the Third Reich, a link that has not been established yet. This chapter seeks to expose this link, arguing that regardless of social environment, changing gender roles or political situation, Neo-Nazi women and women, in general, have a potential for violence in the public sphere.

The chapter looks at female perpetrators in both the Third Reich and the contemporary Neo-Nazi period and examines their involvement from the overarching theoretical viewpoint that women are not any less capable of violent crimes than men.

The scope of Neo-Nazi women’s aggression and violence is not a modern phenomenon or an exception. Their invisibility is not a result of their suggested passive involvement; it stems from the public’s and institutions’ inability to perceive them as agents of violence. Bourdieu developed the concept of symbolic violence to characterize the violence experienced by victims who accept their societal subordination. It is shown that because researchers, officials, and the public reified the concept; they overlooked the reality that women can exercise their agency beyond the limits of their roles as wife and mother and commit violent acts.

Reliable data are not available on the number of violent female Neo-Nazis. It is likely, however, that the numbers given are an underestimation.

Law enforcement agencies have long overlooked women as potential offenders. A basic change in perspective is needed to better identify female perpetrators.

The chapter is based on the murders of ten immigrants between 2000 and 2006, which puzzled investigators over a decade. Nobody suspected a woman was a key member of the group thought to be responsible for these murders.

Meta‐analytic evidence exists that the numerical dominance of one gender group among employees can affect the behaviour of female and male leaders. The purpose of this paper is to hypothesis that leaders will show more transformational behaviour when they hold a minority status. Transformational behaviour might help to mitigate discrepancies between male leaders' gender and the feminine context, as well as between female leaders' gender and the masculine leadership role.

N₁=455 team members answered questionnaires about their work satisfaction and their team leaders' transformational leadership, whilst N₂=142 team leaders answered questions regarding their teams' goal fulfillment.

Female and male leaders are rated more transformational in economic sectors and working groups where they hold a minority status. The paper finds a positive interrelation between transformational leadership and followers' work satisfaction for male leaders, but not for female leaders.

Future research should compare female and male leaders from extremely gender‐typed economic sectors and from higher levels of the organisational hierarchy. This would provide evidence whether the findings could be generalised to other samples.

The findings point to the potential advantage of being a high‐transformational male leader in female‐dominated contexts. Irrespective of the numerical dominance of one gender group, followers of low‐transformational female leaders are more satisfied than those of low‐transformational male leaders.

The paper uses sector‐level (gender‐typicality of economic sectors) as well as group‐level data (gender‐composition of working groups) to account for the numerical dominance of female and male employees.

The paper aims to test the impact of gender‐relevant factors on professional respect for leaders.

Three determinants were analysed: gender constellation (gender match) between leaders and followers, gender‐stereotypic leadership behaviour, and followers' gender role attitudes. A field study with N₁=121 followers and their N₂=81 direct leaders from 34 German organisations was conducted. Leaders were on the lowest level of hierarchy.

The data showed that female leaders are at risk of receiving less professional respect from their followers than male leaders: male followers of female leaders had less professional respect than female followers of male leaders. Moreover, gender role discrepant female leaders (i.e. autocratic) got less respect than gender role discrepant male leaders (i.e. democratic). But no difference was found with regard to gender role congruent female (i.e. democratic) and male (i.e. autocratic) leaders. Finally, followers with traditional gender role attitudes were prone to have comparatively little professional respect for female leaders.

Future research should analyse gender‐relevant factors that influence the granting of professional respect and systematically compare these effects across branches. Furthermore, it would be interesting to see whether followers evaluate leaders from higher levels of hierarchy in the same way as our respondents did.

In order to promote women in leadership positions, followers' prejudices against female leaders should be reduced.

Field studies about the evaluation of female and male leaders explicitly considering their followers' gender role attitudes are rare. The results reflect that sexism is well and alive.

Managing cultural diversity in the workplace and attempts to abolish affirmative action are emerging as some of the most important issues facing American business in the 90s. The relationship between affirmative action and diversity may start in their definitions. Affirmative action was born during the Civil Rights Movement in an effort to reverse the effects of generations of racial discrimination (the concept and the laws which governed it broadened over the years to include women and other traditionally disadvantaged groups). It is federally mandated law to combat discrimination. Diversity on the other hand, is an organisational effort that aims to modify organisation standards, procedures, and management practices that hinder creativity, productivity, and advancement of all employees.