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This paper aims to explore President Obama's leadership style during passage of this major and controversial piece of legislation. Specifically it addresses the historical development of healthcare reform in the USA, and provides an ethical analysis of President Obama's leadership in pursuing the health reform initiative.

Based on a review of the literature, speeches, and application of leadership and ethical theory, an analysis was done of President Obama's leadership and ethical approach to healthcare reform.

This analysis revealed that Obama's behavior was consistent with the full‐range leadership model articulated by Bass and Avolio. Moreover, his personal and strategic ethical approach to promulgating healthcare reform incorporated both deontological and teleological ethical principles.

This paper provides a current look at President Obama's leadership style and demonstrates how incorporating different ethical theories can result in the same outcome.

The purpose of this case study was to gather participants' perceptions of the impact of Memorial Healthcare System's Pillars of Leadership Academy's leadership development programs on an individual, professional and organizational level.

Through a mixture of in‐person and telephone structured interviews, the researchers collected and analyzed qualitative data to explore the experiences of participants from the leadership development programs.

The major themes that interviewees mentioned as impacts of their participation in the mentoring programs closely parallel the foundations of transformational leadership. This suggests that the goals of the Pillars of Leadership Academy have been successful in developing leaders, which provides the basis for improved organizational as well as individual performance.

Developing leaders has been identified as one of the most pressing challenges for the future. Memorial Healthcare System (MHS) demonstrates that theory‐ and competency‐based leadership development programs can contribute to the performance and success of individuals as well as health services organizations.

The success of MHS overall and the contributions of the Pillars of Leadership Academy to the organizational culture and leadership provides a best practice that other organizations can follow regarding the implementation of a success leadership development program.

The paper seeks to describe a national strategic and multi‐professional clinical leadership programme designed and developed for the National Health Service in Scotland. It addresses the policy imperatives behind the programme, the local and national processes for identifying future clinical leaders and their preparation through the programme.

The background context and case for the programme are considered against international and local contexts. The programme's roots are explored, drawing upon the extensive consultation process used. The programme design is explained and the evaluation methodology and results are described.

Key learning related to programme design and delivery issues is highlighted, as is that relating to leadership itself.

This is a one‐country case study but draws upon recent international good practice.

The case study identifies how a small (five million population) country can devise a strategic clinical leadership programme which reflects the distinctive direction adopted at policy level of working closely with clinical leaders.

This paper is a descriptive case study which seeks to outline how leadership development is being utilised across Queensland Health (Queensland Department of Health, Australia) to achieve improvements in workplace culture and ultimately improvements in clinical care and patient outcomes.

Queensland Health has been implementing a comprehensive organisation‐wide suite of leadership development programs since 2006. This includes a range of specific leadership development programs conducted over a period of time for clinical and non‐clinical staff. It also includes specialist leadership development workshops of shorter duration, online leadership modules, web‐based support, executive coaching and 360‐degree feedback. The programs are based upon experiential learning which engages participants in critical thinking and self‐reflection based upon in‐context experiences relevant to themselves. Ongoing leadership program development has been evidence‐based and identified through 360‐degree feedback outcomes, staff opinion survey outcomes and program evaluation outcomes.

The 360‐degree feedback survey results of participants have improved. This demonstrates that the leadership development programs have impacted positively on participants' workplace behaviour. The culture and climate survey results have improved which demonstrates positive cultural change has taken place. The programs have been evaluated very highly by participants.

This is one of the most comprehensive and innovative leadership development initiatives ever undertaken within the Australian health sector, with over 10,000 participants to date.

This paper aims to describe the training strategy developed to provide the leadership of a new coordination structure of health centers in Portugal, with managerial competencies adapted to the requirements of their function, in support of primary care reform.

Pre and post‐program questionnaires were exploited. These focused on the perceptions of the new managers of their needs and of the benefits derived from their participation in learning activities during 2008 and 2009.

The findings outline that although the program created opportunities for executive directors to identify and analyze planning and management problems and to share potential solutions with colleagues, a training program is not sufficient to create the conditions that facilitate change.

More research is required to better understand the impact of the program on executive directors' attitudes and behaviors. More research on measuring the impact of leadership training is needed to provide policy‐makers with strategies to support their reforms.

The PACES training program was designed to develop and strengthen the managerial capacities of a group of managers of a new administrative structure in the health sector; it could be also applicable to other sectors like education, environment, etc.

If a reform process is to be effective, policy‐makers need to address, in addition to building individual capacities, organizational and institutional capacity needs, and design mechanisms to support managers on a continuing basis.

This paper describes the development of a new program focused on management and leadership to fit the needs of a reform in primary‐care.

This paper aims to examine the benefits and challenges of enacting cross‐sector alliances as a strategy to meet the health leadership capacity and capability requirements to effect improvements in health service delivery.

The findings originate from two case studies of cross‐sector alliances in Canada.

Value generated by strategic alliances in health with organisations from public, private and civil sectors is accrued at the inter‐organisational, organisational, group and individual level. Obstacles related to mindsets, operations and governance guiding the partnerships were identified which further an understanding of the advantages and constraints for using cross‐sector alliances as a strategy for large‐scale health leadership development.

Future research could investigate whether other factors influence the overall success of using an alliance strategy which may lead to a more comprehensive understanding of large‐scale health leadership initiatives. Given the universal health care context of this study, the results should be examined for their generalisability to other contexts.

The results urge decision‐makers to develop the mental models, behaviours and processes that support the use of cross‐sector alliances to achieve practical benefits gained through large‐systems health leadership development that may otherwise be unattainable.

This paper responds to the needs of executives by investigating alliances among health, education, business and government as a strategic driver for building the health leadership capacity and capability needed for implementing health reform.

This article aims to provide an overview of what is occurring within two large District Health Boards in New Zealand: Counties Manukau DHB, ranking number three in relative population size, and Canterbury DHB, number two. The conclusions provide a comparison of these approaches and draw on some of the new developments which are being driven by and through these District Health Boards.

Canterbury DHB have embraced a capability/competency framework while Counties Manukau DHB have chosen an alternative approach, enacting “leadership as a practice approach”. CMDHB have developed a range of development intervention across management and leadership levels while CDHB have chosen a path of HR practices aligned to a capability framework.

The approaches taken by Counties Manukau DHB and Canterbury DHB, while different, are driven by many of the same elements both internally and externally, indeed they might even be considered complementary. A focus on quality and patient safety, the changing dynamics of clinicians and managers, the integration of primary and secondary care and the increasing move to multi‐disciplinary teams who focus on care systems in an environment of increased demand alongside proportionally decreasing resources feature in both and require an adaptation of leadership in a health context.

The approaches taken by the two DHBs are unique to their organisations and the sector, yet provide exemplars of practice for other large health providers. The outcomes will reflect their differences in approach and the specific workforce challenges each faces.

The purpose of the study is to set a research agenda so that future conceptual and empirical research can improve the understanding of why CEO pay and CEO performance are decoupled.

The paper compiles and adds to many of the explanations provided by this special issue’s nine commentaries regarding why CEO pay and CEO performance are decoupled. These explanations were grouped into two categories: economic (e.g. marginal productivity theory, agency theory and behavioral agency model) and social-institutional-psychological (e.g. CEO individual differences and characteristics and CEO-organization interactions). Moreover, new analyses based on additional data were conducted to examine measurement-related explanations for the observed pay-performance decoupling.

Results based on alternative measures of pay and performance confirmed, once again, the existence of pay-performance decoupling.

This paper will stimulate research pitting theoretical explanations against each other to understand their relative validity in different contexts.

The paper informs ongoing efforts to link CEO pay to performance.

The paper also revisits the decoupling of CEO pay and firm performance from a normative and value-based perspective (i.e. regarding whether pay and performance should be related).

The paper clarifies that the articles in this special issue largely concluded that CEO pay is decoupled from CEO performance.

Objetivo – El objetivo es proponer una ageda de investigación de forma que la futura investigación conceptual y empírica pueda mejorar la comprensión sobre por qué la retribución y el rendimiento del CEO no están conectados.

Diseño/metodología/aproximación – El artículo compila y añade a la mayoría de las explicaciones proporcionados por los nueve comentarios publicados en este número especial acerca de porqué la retribución y el rendimiento del CEO están desconectados. Estas explicaciones se agrupan en dos categorías: económicas (e.g. teoría de la productividad marginal, teoría de agencia, modelo de agencia comportamental) y socio-institucional-psicológicas (e.g. diferencias y características individuales del CEO, interacción CEO-organización). Además, se llevan a cabo nuevos análisis sobre datos adicionales para examinar algunas explicaciones relativas a la medición para la falta de conexión entre retribución del CEO y su rendimiento.

Resultados – Los resultados basados en medidas alternativas de retribución y rendimiento confirman, una vez más, la existencia de una desconexión entre ambas magnitudes.

Limitaciones/implicaciones – Este artículo estimulará a investigación contraponiendo diferentes explicaciones teóricas para entender su validez relativa en diferentes contextos.

Implicaciones prácticas – El artículo informa sobre los esfuerzos actuals para relacionar la retribución del CEO y su rendimiento.

Implicaciones sociales – El artículo revisa la desconexión entre la retribución y el rendimiento del CEO desde una perspectiva normativa y de valor (i.e. sobre si la retribución y el rendimiento deben estar conectados).

Originalidad/valor – El artículo clarifica que los artículos en este número especial concluyen que la retribución del CEO está desconectada de su rendimiento.

O objetivo é estabelecer uma agenda de investigação para que futuros estudos conceptuais ou empíricos possam melhorar a compreensão do porquê de a compensação do CEO e o desempenho do CEO estarem dissociados.

Metodologia – O artigo compila e acrescenta às muitas explicações fornecidas pelos oito comentários deste número especial sobre as razões da dissociação da compensação e do desempenho do CEO. Estas explicações agrupam-se em duas categorias: económicas (eg., teoria da produtividade marginal, teoria da agência, modelo da agência comportamental) e Socio-institucional-psicológicas (eg., características e diferenças individuais do CEO, interações CEO-Organização). Além disso, conduziram-se novas análises baseadas em dados para examinar explicações baseadas em medições para a dissociação pagamento-desempenho.

Resultados – Resultados baseados em medidas alternativas de pagamento e desempenho confirmaram, uma vez mais, a existência da dissociação entre pagamento e performance.

Limitações/implicações – Este artigo estimula investigação que contraponha diferentes explicações teóricas, para perceber a sua validade relativa em diferentes contextos.

Implicações práticas – O artigo dá informação sobre esforços em curso para ligar a compensação do CEO ao desempenho.

Implicações sociais – O artigo revisita a dissociação do pagamento e desempenho da empresa Numa perspectiva normative e baseada em valores (ie, sobre se a compensação e a performance devem estar relacionadas).

Originalidade/valor – O paper clarifica que os artigos neste número especial basicamente concluiram que a compensação do CEO está dissociala do desempenho do CEO.

AIEST Les préparatifs du 30e Congrès AIEST du 14 au 20 septembre 1980 à l'Hôtel Son Vida, Palma de Mallorca, sont de façon que le programme définitif a pu être envoyé aux membres début juin, après un rappel de faire parvenir des contributions écrites touchant le sujet principal «Limites du développement touristique» pour être publié dans la publication du Congrès. Celle‐ci sera envoyée aux membres avant le Congrès.