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The executive summary of the report of an 18‐month research project on public library policy and social exclusion based at Leeds Metropolitan University and conducted in partnership with the London Borough of Merton (Libraries), Sheffield Libraries, Archives and Information Services, and John Vincent, an independent consultant. Briefly describes the background to the research and gives a summary of the study findings and the main conclusions and recommendations. The study examines the context of social exclusion and the nature of the problems facing public libraries and other public institutions in tackling disadvantage.

The purpose of this article is to set out the ways in which pharmaceutical company Boehringer Ingelheim embedded a strengths-based approach to the assessment and development of field-based staff during a period of structural and culture change. It provides an overview of how strengths-based methodologies were implemented and embedded through this period. It offers a case study example of how Capp partnered with Boehringer Ingelheim to deliver and cascade its assessment and development solutions. It also provides early evaluation data.

Boehringer Ingelheim introduced strengths through recruitment and development. It built on Capp's strengths methodology and Realise2 tool and model. To aid implementation, cross functional teams were also set up to cascade knowledge and skills across the organizational system.

The initial findings from this program include quantitative and qualitative data from candidates and assessors demonstrating their positive perception of the assessment and development process.

This article provides case study material, client learning and tips for how other organizations could introduce strengths-based solutions into similar culture change, team and personal development projects.

Boehringer Ingelheim is one of the first UK based organizations explicitly to take a strengths-based approach to aid culture change.

The article examines the existence of institutionalised racism in the LIS sector. The author maintains that the profession in Britain is caught in a time warp which prevents any meaningful change to the status quo. He compares British experience with that in the USA. The article goes on to examine ways in which racism can be combated. The concept of Black librarianship – as a concept and work practice – needs to be accepted as part of the solution to racism. Areas for action include empowerment of Black community and library workers. Self‐empowering Black staff, and communities need to be part of the real decision‐making process in a structured, organised way. There is an urgent need to create more friendly working conditions for Black staff, which in itself can result in improved services to Black communities. It concludes on a positive note by saying that the Government’s initiatives in addressing issues of “social exclusion” provide a new framework for the LIS workers to take a strategic approach.

In this chapter, I propose an integrative framework for theorizing and empiricizing about talent management, based on the notion of “talent philosophies.” I believe that current debates about whether talent management should be inclusive or exclusive create the risk that our field will become fragmented, thereby undermining its social-scientific legitimacy. Nonetheless, this debate is absolutely correct in identifying the tensions between inclusive and exclusive approaches to talent management as a phenomenon. This, however, creates issues for talent management as a construct for scientific inquiry, as we need clear definitions and measures to create a cumulative body of research as a community. I propose that the solution lies in an expansion of our vocabulary as talent management researchers and identify four constructs that can help us structure and categorize our collective work: giftedness, talent, potential, and strength. Each of these constructs map logically onto different talent philosophies and talent management practices. In establishing “unity in diversity,” I believe talent management could finally make the transition into a more mature field of academic inquiry – although clearly phenomenon driven – characterized in equal parts by construct clarity, rigor, and relevance.

The purpose of this paper is to identify good practice in conducting outreach for homeless people, and hence to provide recommendations for future library outreach projects.

The authors examine of four case studies taken from the library literature, and conduct six semi‐structured interviews with outreach and/or inclusion librarians from library authorities in South and West Yorkshire.

The recommendations include: developing partnerships with relevant organisations; removing proof‐of‐identity requirements for joining the library; disseminating the results obtained in projects; using book deposits and mobile library stops; training library staff to ensure that they are aware of relevant issues; building trust in the target audience; ensuring that outreach is tailored to the specific needs of different groups of homeless people; and using a range of methods to evaluate project effectiveness.

Identification of themes common to the published case studies and to the interviews provides a reasoned basis for the recommendations that are presented. These recommendations provide, for the first time in the UK, clear guidelines for future outreach projects for homeless people.

The purpose of this paper is to describe a framework for conceptualizing the role of emotional and social skills in effective leadership and management and provides preliminary suggestions for research and for the development of leader emotional and social skills.

The paper generalizes a dyadic communications framework in order to describe the process of emotional and social exchanges between leaders and their followers.

The paper shows how emotional skills and complementary social skills are essential for effective leadership through a literature review and discussion of ongoing research and a research agenda.

Suggestions for the measurement and development of emotional and social skills for leaders and managers are offered.

The work provides a framework for emotional and social skills in order to illustrate their role in leadership and their relationship to emotional and social intelligences. It outlines a research agenda and advances thinking of the role of developable emotional and social skills for managers.

Authenticity is a complex character that is valued in service contexts. Frontline service employees (FSEs), as both brand representatives and individuals who interact with clients, can signal their authenticity to customers. The purpose of this study is to investigate how FSEs signal their authenticity to customers. The authors investigate authenticity signal themes and develop a typology of how FSEs use these signals in the workplace.

This research uses a multi-method approach: qualitative data were collected through in-depth interviews with FSE and customers and quantitative data were collected in a follow-up survey using a sample of financial planners.

Findings from both studies show that FSE can use signals reflecting the display of client-centricity, positive emotions, transparency and disclosure of personal information. A latent profile analysis reveals three authenticity signal profiles, differing in the extent to which FSE uses each of these signals.

This study identifies how FSEs can shape perceptions of authenticity in a service context, thus expanding theory by integrating both personal and brand authenticity perspectives. The findings further demonstrate that authenticity can be signaled on multiple dimensions, reflecting the complex nature of this construct.

The findings from this research can guide managers in developing workplace policies that enable FSEs to display authenticity in various ways to customers. Managers can further use the insights from this research to identify needs for FSE training and development.

The authors create novel insights into how FSEs signal authenticity to customers given their dual roles as individuals and brand representatives. This study offers nuanced insights into different types of signals and their application in a service context.