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The purpose of this paper is to evaluate the effectiveness of a leadership development program based on International Organization for Standardization (ISO) principles. The program utilized process‐designed training groups to help participants develop emotional and social competence.

The study involved 162 managers from nine different companies in a random assignment control group design. There were nine different groups with nine managers in each group. Each group was required to follow the identical process. Trained moderators led the groups during year 1, but during year 2 a group member served as moderator, with all new moderators committing to following the process. The outcome measure was the Emotional Competence Inventory (ECI), a multi‐rater measure of social and emotional competencies associated with effective leadership. Outcome data were collected before the program started, one year later, and two years later.

Results indicated that after two years the intervention group had improved more than the controls on all ECI variables.

The paper offers recommendations for future research on the mechanisms underlying the process‐designed group strategy and contextual factors that optimize results.

The paper describes a leadership development strategy that appears to be more economical and consistent in its delivery than traditional approaches such as workshops or executive coaching.

Although ISO principles are utilized widely in the business world, this is the first study that has used this approach in the design and delivery of management development. Also, few evaluations of management development efforts utilize a random assignment control group design with pre‐ and post‐measures or examine the impact on emotional and social competence, as demonstrated in the workplace over such a long period of time.

The purpose of this paper is to illustrate how a focal firm can manage sustainability in its lower-tier suppliers which lie beyond the firm’s visible horizon.

This paper presents a new approach to managing sustainability in multi-tier supply chains with an illustrative case study that analyzes how electronic equipment firms make efforts to verify that they are not using conflict minerals.

The nexus supplier (smelters in the electronics supply chain) plays a relevant role in increasing visibility and tracing the source of minerals, thus guaranteeing sustainability upstream in the supply chain.

The paper is based on a specific supply chain (i.e. electronics supply chain) and therefore its conclusions might be only partially generalized to other sectors.

Firms in complex supply chains need to make efforts to identify and manage nexus suppliers to extend sustainability upstream in the supply chain, especially beyond their visible horizon.

The paper focuses on management of sustainability in the invisible zone of the supply chain, which has been neglected in previous literature and is increasingly important to the managerial world in an economy with a growing number of global supply chains.

THIS is the month when librarians and library workers everywhere, their holidays over, turn to their winter plans. There are, however, some interesting events to take place before the darker and more active months come. The first is the meeting at Oxford on September 21st and subsequent days of the Federation International de Documentation. This will be followed by and merge into the ASLIB Conference, and there is in prospect an attendance of over three hundred. Our readers know that this organization produces and advocates the International Decimal Classification. It is not primarily a “library” society but rather one of abstractors and indexers of material, but it is closely akin, and we hope that English librarianship will be well represented. Then there is a quite important joint‐conference at Lincoln of the Northern Branches of the Library Association on September 30th— October 3rd, which we see is to be opened by the President of the Library Association. Finally the London and Home Counties Branch are to confer at Folkestone from October 14th to 16th, and here, the programme includes Messrs. Jast, Savage, McColvin, Wilks, Carter, and the President will also attend. There are other meetings, and if the question is asked: do not librarians have too many meetings ? we suppose the answer to be that the Association is now so large that local conferences become desirable. One suggestion, that has frequently been made, we repeat. The Library Association should delegate a certain definite problem to each of its branches, asking for a report. These reports should form the basis of the Annual Conference. It is worthy of more consideration.

The management of children′s literature is a search for value and suitability. Effective policies in library and educational work are based firmly on knowledge of materials, and on the bibliographical and critical frame within which the materials appear and might best be selected. Boundaries, like those between quality and popular books, and between children′s and adult materials, present important challenges for selection, and implicit in this process are professional acumen and judgement. Yet also there are attitudes and systems of values, which can powerfully influence selection on grounds of morality and good taste. To guard against undue subjectivity, the knowledge frame should acknowledge the relevance of social and experiential context for all reading materials, how readers think as well as how they read, and what explicit and implicit agendas the authors have. The good professional takes all these factors on board.

A longstanding question of American constitutionalism emerges out of the fact that constitutions demand fidelity. By virtue of what is the American Constitution binding? Zevit contends that many of the explanations of constitutional fidelity offered today fail to reconcile Americans’ submission to a Constitution written and ratified by generations of long ago with their claim (or aspiration) to be self-governing as a People today. Zevit introduces one type of explanation (the aptness explanation) that does not contain this flaw, and, drawing on an expansive definition of culture as a notion that encompasses the legal-political, offers the concepts of legal-political culture and baseline community as a framework for assessing the Constitution’s aptness while maintaining the People’s self-rule. She argues that constitutional aptness secures the foundations of constitutional legitimacy.

The following classified, annotated list of titles is intended to provide reference librarians with a current checklist of new reference books, and is designed to supplement the RSR review column, “Recent Reference Books,” by Frances Neel Cheney. “Reference Books in Print” includes all additional books received prior to the inclusion deadline established for this issue. Appearance in this column does not preclude a later review in RSR. Publishers are urged to send a copy of all new reference books directly to RSR as soon as published, for immediate listing in “Reference Books in Print.” Reference books with imprints older than two years will not be included (with the exception of current reprints or older books newly acquired for distribution by another publisher). The column shall also occasionally include library science or other library related publications of other than a reference character.

“BEFORE the leaves of Autumn fall” we were assured by Mr. Churchill that there might be heavy fighting. They have not fallen yet, although with September, beautiful as it often is, we know the Summer is over and our minds must be occupied most immediately with the war. Libraries may seem to some, even librarians, secondary in this maelstrom but, even if they are, that secondariness is really so important that at this month everyone looks to his own work to see in what ways it may be geared up more fully for its own special contribution. Immediate planning concerns such matters as winter service hours, staffing, the growing wear and tear on stocks, the inadequacy of new book supply, the growing shabbiness of our buildings and our continuing inability to carry on the extension work which was so prominent a feature of many libraries. Frankly, in most towns we are giving a book service, not doing the library work, personal and bibliographical, which every librarian desires to give. To do what is within our limits to the best advantage is, then, the immediate problem.