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IF SONS DID NOT EXTOL, many a worthy father would sink into oblivion and forever go unsung. As filial biographers, however, sons customarily meet with intimidating scorn and derision. There is a generally accepted notion that consanguineous biography is fraught more with fealty and filial frailty than with disinterested depiction. The best way to disprove this false assumption is to muster meritorious biographies written by scions and compare them with representative biographies of the ‘blame and blemish’ variety. Sympathetic assessment always stands up stronger than ostensible objectivity, for writers of the ‘warts and all’ kind of biography lose track of virtues and nearly always become engrossed in the imperfections of their victims.

William Blackwood, the founder of the firm of the name, saw service in Edinburgh, Glasgow, and London before opening in 1804 as a bookseller at 64 South Bridge, Edinburgh. Blackwood continued in his bookselling capacity for a number of years, and his shop became a haunt of the literati, rivalling Constable's in reputation and in popularity. His first success as a publisher was in 1811, when he brought out Kerr's Voyages, an ambitious item, and followed shortly after by The Life of Knox by McCrie. About this time he became agent in Edinburgh for John Murray, and the two firms did some useful collaborating. Blackwood was responsible for suggesting alterations in The Black Dwarf, which drew from Scott that vigorous letter addressed to James Ballantyne which reads: “Dear James,—I have received Blackwood's impudent letter. G ‐ d ‐ his soul, tell him and his coadjutor that I belong to the Black Hussars of Literature, who neither give nor receive criticism. I'll be cursed but this is the most impudent proposal that was ever made”. Regarding this story Messrs. Blackwood say: “This gives a slightly wrong impression. Scott was still incognito. William Blackwood was within his rights. He was always most loyal to Scott.” There has been some controversy as to the exact style of this letter, and it has been alleged that Lockhart did not print it in the same terms as Sir Walter wrote it. Blackwood came into the limelight as a publisher when he started the Edinburgh Monthly Magazine in 1817, which was to be a sort of Tory counterblast to the Whiggish Edinburgh Review. He appointed as editors James Cleghorn and Thomas Pringle, who later said that they realised very soon that Blackwood was much too overbearing a man to serve in harness, and after a time they retired to edit Constable's Scots Magazine, which came out under the new name of The Edinburgh Magazine and Literary Miscellany. [Messrs. Blackwood report as follows: “No. They were sacked—for incompetence and general dulness. (See the Chaldee Manuscript.) They were in office for six months only.”] Blackwood changed the name of The Edinburgh Magazine to Blackwood's Edinburgh Magazine, and became his own editor, with able henchmen in John Wilson, Christopher North, John Gibson Lockhart, and James Hogg as contributors. It was a swashbuckling magazine, sometimes foul in attack, as when it told John Keats to get “back to the shop, back to plaster, pills, and ointment boxes”. Lockhart had a vigour of invective such as was quite in keeping with the age of Leigh Hunt, an age of hard‐hitting. The history of Blackwood in those days is largely the history of the magazine, though Blackwood was at the same time doing useful publishing work. He lost the Murray connexion, however, owing to the scandalous nature of some of the contributions published in Maga; these but expressed the spirit of the times. John Murray was scared of Blackwood's Scottish independence! Among the book publications of Blackwood at the period we find Schlegel's History of Literature, and his firm, as we know, became publisher for John Galt, George Eliot, D. M. Moir, Lockhart, Aytoun, Christopher North, Pollok, Hogg, De Quincey, Michael Scott, Alison, Bulwer Lytton, Andrew Lang, Charles Lever, Saintsbury, Charles Whibley, John Buchan, Joseph Conrad, Neil Munro—a distinguished gallery. In 1942 the firm presented to the National Library of Scotland all the letters that had been addressed to the firm from its foundation from 1804 to the end of 1900, and these have now been indexed and arranged, and have been on display at the National Library where they have served to indicate the considerable service the firm has given to authorship. The collection is valuable and wide‐ranging.

AS J. L. Hobbs shows so clearly in his recent book, the interest in local history is growing enormously at present. The universities, training colleges and schools, as well as the institutions of further education, are all making more use of local studies—geographical, economic, social and historical—in their regular courses, in their advanced work, and in their publications.

Leadership stands out as an enduringly popular, yet often controversial aspect of management. A recent growth in media reports of high‐profile CEO scandals has only served to add more coals to the fire. Leaders like Jack Welch and Bill Gates have been heralded as corporate icons. But today, as we reflect on the troublesome 1990s, business guru Jim Collins believes that there are few real heroes left standing.

The following address has been sent to the President of the French Republic :—

One of the most popular texts on his subject, Donald T. Phillips’ Lincoln on Leadership – Executive Strategies for Tough Times, offers a superb examination of the President’s views on how to lead an organization. The purpose of this paper is to outline Lincoln’s leadership principles (15 chapters, 126 principles), illustrated and supported by 14 stories that narrated by Lincoln himself. This analysis is based upon papers submitted by police managers who analyzed Lincoln on Leadership that considered his examples through the lenses of their personal and professional experiences in policing. These police managers attended the Administrative Officer’s Course at the Southern Police Institute at the University of Louisville. In their assignment, these students identified three principles and three stories they felt were most significant to police leadership.

The authors conducted a content analysis of police student responses to questions about Lincoln on Leadership.

These police leaders made specific reference to the following leadership methods as practiced by Lincoln. It is best to get out among the troops from time to time to show your support, make direct observations and get relevant information about conditions and experiences. Honesty and integrity are crucial foundations for leadership that are irreplaceable. Give credit where credit is due. It is one of the best ways to establish credibility and loyalty. Sometimes leaders must do things they would rather not do but it is best to handle things quickly before disaster results. Yet, it is also often best to avoid conflict and difficulties when you can so you do not create problems for yourself – if there is another acceptable way to get the job done. When something needs to be done, leaders do not wait for others to do it for them. They strike when the time is right and the situation demands it.

These respondents represent a non-random, convenience sample and may not represent the population of police managers. These officers are selected by their departments to attend the AOC. Thus, they are interested in career development and their views may not be typical of the population of police managers.

The research findings support leadership conclusions in the research literature on leadership in general and police leadership in particular.

The findings indicate that these police leaders are open to the use of methods that would be more acceptable to the community and members of the police organization.

The study provides a glimpse into the views of police leaders and the methods that they endorse.

In the year 1900 Koch expressed the view that human and bovine tuberculosis were distinct diseases, that the bacillus of bovine tuberculosis could not produce this disease in the human subject, and that the bacillus of human tuberculosis could not set it up in the bovine species. As is now well known. these conclusions have not received the slightest confirmation from other workers in the same field, and it may be said that the consensus of scientific opinion is now to the effect that the bacilli of human and bovine tuberculosis are identical—at any rate, so far as the effects attributed to them are concerned. The Royal Commission appointed in 1901, and consisting of the late Sir MICHAEL FOSTER, Drs. SIMS WOODHEAD, SIDNEY MARTIN, MACFADYEAN, and BOYCE, have issued a further interim report on their investigations. The first interim report was published in 1904, the conclusions stated in it being to the effect that the human and animal diseases were identical, and that no characteristics by which the one could be distinguished from the other had been discovered. The report now issued shows that these conclusions are confirmed by the results of a very large number of fresh experiments. The main conclusions set forth in the present report are as understated :—