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A good theory of leadership unites personal integrity, moral commitments, legal authority, and accountability and effectiveness. This chapter presents leaving a legacy as an approach to organize managers’ and leaders’ ethical reflection. It unites personal meaning with organizational mission and connects a person's significance with organizational results. It embeds leaders in an historical setting, linking their inheritance and their obligations to the future. Thinking of a legacy guides leaders to a less controlling style, supporting people and institutions capable of adaptation and growth. While legacy does not capture all aspects of managerial leadership, it maps broad and rich understanding of leadership and responsibility linked to trusteeship.

One of the strengths of this symposium is its focus. All of the articles in this volume concentrate on economically developed nations, with stable polities, traditions of popular government, legal systems grounded in common law, and relatively low levels of corruption. Moreover, they all deal with countries that to a greater or lesser degree have embraced the so-called New Public Management, which implies a degree of skepticism about the governance arrangements grounded in bureaucratic norms derived from the rechsstaat tradition. Finally, and perhaps most importantly, they all deal with countries, which, as Denis Saint-Martin explains in his introductory essay, are increasingly distressed about the ethics of public officials despite a paucity of lapses on their part. This makes the case comparisons reported in the symposium especially telling: there is enough variance to be informative, not enough to overdetermine the findings. Consequently, what holds for one case may reasonably be presumed to apply to all.

OUR pages continue the discussion on book‐display, about which all has not been said by any means. The ingenious librarian will always sharpen his wits upon the attracting of readers, and the main problem in the matter is merely: what sort of reader is it most desirable to attract? We do not apologise for this reiteration, because it is the fundamental subject now facing librarians. We are not in the least moved by a comment in a contemporary that we are decrying libraries when we assert, and in spite of him we do assert, that fiction issues nearly all over London show a decline. That decline, we repeat, is due to the slight increase in the employment of readers, and to cheap fiction libraries. What the public librarian has to decide is if he shall compete with such libraries or more definitely diverge from them. If a middle course is preferred—as it usually is by Britons—what is that course? Ultimately, is the educated reader to be the standard for whom the library works, or the uneducated? Or, to put it another way, is the librarian in any way responsible for the quality of the books his community reads? Our readers, young and not so young, are invited to help us to answers to these live questions.

Our nineteenth volume opens with this page in circumstances as unsettled and uncertain as any in the history of this or any other journal. In defiance of prophecy the European conflict drags its colossal slow length wearily along, bearing with it the hopes and fears of the whole human race. It is not to be wondered at that the aims for which we strive have not made great strides in the year that has just closed. Important as we recognize literature and its distribution to be, the pressing material needs of the people often cause them to lose sight of the invincible fact that the freedom of the human spirit, its intellectual and humane expansion, are, after all is said, the ultimate aims of the war. It will not be of abiding service to the British race if in conquering the Germans we sacrifice beyond redemption all those sources of sweetness and light which have been the outcome of centuries of British endeavour. We do not fear that such sacrifice will be demanded of us, but the logic of material facts demonstrates that all who care for schools, libraries, museums, art galleries, music, and all other agencies for the moral and spiritual uplifting of men, must be on their guard against the well‐meaning but ignorant encroachments of those who would rather “save money” by abolishing them, than, for example, by foregoing their own individual luxuries.

THE College of Librarianship is best considered on its own terms, as an institution unique in the history and present pattern of British library education, but its significance and probable future development can best be assessed if two external factors are kept in mind.

Patient experience (PE) evaluation can identify critical issues in healthcare quality. Various methods are used for PE evaluation in the healthcare system in Ontario; however, evidence suggests that PE evaluation is not systematically performed and has not received substantial buy-in from healthcare providers. This study explores the perspectives of healthcare providers, managers and policymakers in Ontario on PE evaluation methods, barriers, utility and reliability.

The study used a qualitative descriptive design. Twenty-one semistructured interviews were conducted with healthcare providers, managers and policymakers in Ontario between April 2018 and May 2019. The authors used thematic analysis to analyze the data. The Consolidated Criteria for Reporting Qualitative Research quality criteria were used.

Barriers to PE evaluation include evaluation cost and the time and effort required to collect and analyze the data. Several factors affect the reliability of the evaluation, resulting in an unrealistically high level of patient satisfaction. These include the inclusivity of evaluation, the subjective nature of patient feedback, patients' concerns about health service continuity and the anonymity of evaluation. Participants were skeptical about the meaningfulness of evaluation because it may only yield general information that cannot be acted upon by healthcare providers, managers and policymakers for quality improvement.

This paper reveals that many healthcare providers, managers and policymakers do not see a tangible value in PE evaluation, regardless of Ontario's patient-centeredness and “patient first” rhetoric. An improvement in evaluation methods and a cultural change in the healthcare system regarding the value of PE are required to foster a better appreciation of the benefits of PE evaluation.