From the 1960s until the 1990s, gender equity was a topic of great interest in library workforce studies. In the almost forty years since affirmative action law was made applicable to institutions of higher education, efforts have been made to increase the number of women administrators in academic libraries, and it is now assumed that women have achieved parity. However, there is little hard evidence available about their representation in all types and levels of academic libraries. A follow-up study was done to two earlier studies of the status of women in academic libraries. Using the American Library Directory as a source, the gender of individuals holding the positions of director, associate or assistant director, or department head in ARL and Liberal Arts I libraries in 1972Arts I libraries in , 1982Arts I libraries in , 1994Arts I libraries in , and 2004 were studied. Although women have not yet achieved parity at all levels, the percentage of women administrators has increased significantly over the years. There is still a substantial gap at the director's level in the Liberal Arts I and a smaller one at ARL libraries, however, the results show that since the 1970s, women have succeeded in almost erasing the gender gap in academic library administration.

This exploratory study combines quantitative and qualitative data on the innovative characteristics of business librarians and the organizational culture of their libraries. Because of the perceived connection between innovation and entrepreneurship, we surveyed business librarians from ten United States universities with top entrepreneurship programs. To gauge the innovative characteristics of organizational culture, we conducted interviews with managers from some of those libraries. Our results suggest that our survey population skews heavily toward the innovative side of Everett Rogers' innovation adopter categories. This raises the questions about the necessity of late-adopters for innovations to completely diffuse through a particular population. We conclude that while innovation is essential to these librarians and their managers, it must be clearly defined and openly supported by library administration.

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RecorderThe Managing With Integrity preconference introduced different types of management theory and styles to attendees seeking answers to the questions of how to be an effective manager. Leonard and White were skilled facilitators. Leonard's background in reference services and White's in technical services enabled them to present a knowledgeable and balanced representation of management issues. Preconference attendees left with a folder of valuable notes, scenarios, and a bibliography to help them begin and continue to manage with integrity.