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There is no substitute for listening carefully to the story of a person who has experienced mental distress. Here is how Robin Acton tells it.

For many of the current leadership theories, models, and approaches, the answer to the question posed in the title, “Is leadership more than ‘I like my boss’?,” is “no,” as there appears to be a hierarchy of leadership concepts with Liking of the leader as the primary dimension or general factor foundation. There are then secondary dimensions or specific sub-factors of liking of Relationship Leadership and Task Leadership; and subsequently, tertiary dimensions or actual sub-sub-factors that comprise the numerous leadership views as well as their operationalizations (e.g., via surveys). There are, however, some leadership views that go beyond simply liking of the leader and liking of relationship leadership and task leadership. For these, which involve explicit levels of analysis formulations, often beyond the leader, or are multi-level in nature, the answer to the title question is “yes.” We clarify and discuss these various “no” and “yes” leadership views and implications of our work for future research and personnel and human resources management practice.

We are pleased to publish in this issue an article by Mr. H. H. Bagnall, the recently retired City Analyst of Birmingham, who has for many years been a dominant figure in the world of public analysts. His annual reports have always attracted wide publicity, both for their originality in exposing “ tricks of the trade ” and for his comments, sometimes caustic, sometimes racy, on those who perpetuate such tricks. In his article, he looks backwards through the years to describe in his own inimitable style a few of the important cases he has figured in and we agree with him, that many others in the field of food administration and approaching the end of their public careers, could well emulate this example.

In this paper we present a corporate information system for untrained users to search gigabytes of unformatted data using quasi‐natural language and relevance feedback queries. The data can reside on distributed servers anywhere on a wide area network, giving the users access to personal, corporate, and published information from a single interface. Effective queries can be turned into profiles, allowing the system to automatically alert the user when new data are available. The system was tested by twenty executive users located in six cities. Our primary goal in building the system was to determine if the technology and infrastructure existed to make end‐user searching of unstructured information profitable. We found that effective search and user interface technologies for end‐users are available, but network technologies are still a limiting cost factor. As a result of the experiment, we are continuing the development of the system. This article will describe the overall system architecture, the implemented subset, and the lessons learned.

This chapter briefly summaries research over the past four decades (and prior) associated with black men and mental health in the UK. The chapter also examines some responses to the research. This is because we unfortunately remain in a situation where black men in Britain are 17 times more likely than white counterparts to be diagnosed with a psychotic illness. Research into the mental health needs of black men has been conducted repeatedly in the UK, with each new generation hopeful for change. By briefly exploring some policies that have emerged to address this inequality, this chapter highlights the barriers to change.

SO much controversy has raged around the subject of newsrooms in the past two years, that librarians are, as a rule, utterly tired of it, and the appearance of still another article upon the subject is not calculated to tone down the general spirit of vexation. It requires no little courage to appear in the arena in this year of Grace, openly championing those departments of our institutions which were originally intended to convey the news of the day in the broadest manner.

Educational reform is a complex undertaking and the interactions between leaders as they go about a change are consequential for realizing desired outcomes. Advice relationships are one such interaction and can play a key role in driving knowledge transfer and development and as such are an important social capital asset supporting organizational change. Building on the growing scholarship around a social network approach to understanding educational leadership and systems change, the study draws from network concepts to examine advice relationships within a district-wide leadership team as the leaders engages a reform initiative, and what accounts for the development of these important relational ties.

Quantitative data were collected through an annual survey at six points over six years from the leadership team in one public school district in the Western United States, including perceptions of organizational learning, beliefs about reform, and reform-related advice relationships.

Using multilevel mixed modeling, findings reveal downward trends in leaders' advice-seeking and -receiving ties over time and that seeking and receiving advice is positively related to organizational learning, beliefs about reform impact, or beliefs about their efficacy in implementing the reform. However, views about reform-related resources are negatively associated with seeking and receiving advice ties over time.

This study contributes to the literature on the social side of change specifically related to leadership, reform, organizational learning, and leader beliefs about reform implementation. Further, the work offers practical implications for potential social infrastructure design for joint work.