Dans une population de 344 cadres de Grande-Bretagne appartenant B 4 organisations, 5 fonctions et 3 niveaux de direction, il fut dtcouvert que les cadres de diverses organisations diffkrent par la personnalitt. I1 en est de meme des cadres de difftrentes fonctions. I1 n'y a pas d'effets interactifs avec le niveau. Ces rtsultats furent saisis pour appuyer certains traits du modele d'attraction, de stlection et d'attrition de Schneider (1987).In a sample of 344 UK managers from four organisations, carrying out five functions, and at three levels of management, it was found that managers from different organisations differed in personality. So, too, did managers carrying out different functions. There were no interactive effects with level. These results were taken to support certain features of Schneider's (1987) attraction, selection and attrition model.

What makes a good director? How does a librarian know she has the competencies needed to be an effective manager-leader? How does the library board or community know what to look for in a director? What should the library profession look for in their rising managers? There are not clear answers to these questions right now. But development of a set of research-based competencies will give answers to these questions, and will give a foundation for other research-based ideas to be developed to assist manager-leaders in the library. The research objective for this study is to refine a set of competencies, identified from the literature, through the opinions of current public library directors. The development of manager/leaders in the library world is too important to be left to chance. Using a research-based set of competencies as a foundation should help in the development of training opportunities for librarians who wish to be successful in their positions as directors.

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