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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.

This study, conducted in 2002, investigated the impact of sex on a leader’s decisions involving employee disciplinary situations. All leaders would like to believe that they make fair and impartial decisions. Some of the most difficult decisions leaders make involve people (i.e. subordinates), because careers may be at risk. This research examined the impact sex may have on decisions made by leaders in four different disciplinary scenarios, sexual harassment, drug test violation, insubordination and theft. A scenario‐based survey instrument, developed by the author, and the Bem Sex‐Role Instrument (BSRI) short‐form, were used in the data collection. It was determined from the data collected that the sex of the employee was an influence in decision making and that the sex of the leader (i.e. decision maker) was of no influence. It was further determined that the BSRI Femininity and Masculinity scores were not accurate predictors of disciplinary actions.

Black’s Law Dictionary defines law as a body of rules of action or conduct that govern behavior of individuals within society. A contemporary definition of ethical leadership is leadership that engages in ethical conduct that is based on right or wrong behavior towards members of society. Therefore, a common nexus between law and ethical leadership is a concern for the well‐being of members of society. The purpose of this article is to explore the relationship between law and ethical leadership. Specifically, through analysis of several legal cases, the author seeks to illustrate how applying principles of transformational leadership: idealized influence, intellectual stimulation, inspirational motivation and individualized consideration, to the ethical dilemmas faced by managers in the respective cases, would have diminished the need for involvement by the courts. Consequently, this article concludes that applying principles of transformational leadership will more likely than not lead to less litigation and better ethical outcomes than the more common transactional leadership style.

To explore from an ethical paradigm the current research in support of and opposition to imposing caps on non‐economic damages as a means of addressing the healthcare crisis.

A review of peer‐ and non‐peer‐reviewed articles primarily covering the period from 2001‐2004, which addresses the rationale articulated in support of and in opposition to imposing caps on non‐economic damages. The articles are sorted into sections and critiqued: rationale for imposing caps, arguments against caps, ethical paradigms impacting caps, and conclusions.

Provides information from the various sources. Addresses the biases that may have shaped the authors' conclusions and some of the ethical paradigms that may have impacted positions. Also demonstrates that the unbiased research seems to establish a minimal nexus between caps and the proposed impact.

Focus is exclusively on the US healthcare and judicial system. However, findings may still have implications outside the USA in countries that have similar tort laws for addressing private wrongs.

A useful source of information for graduate students in public policy or healthcare management courses, or legislators looking for a quick reference to research regarding this topic area.

This paper fulfills an identified resource for non‐biased assessment of the problem presented and provides a critical review of the reasons articulated in support of this public policy.

We review academic journal articles, scholarly book chapters, and dissertations in global leadership published in the last five years to map trends in the field in terms of multiple authorship, nature of overall methodologies used, linkage of global leadership to other constructs, and the degree to which theories outside of the field are used to study global leadership. We conclude with a discussion of potentially fruitful ways in which the field can move forward more rapidly and more productively through the integration of efforts by scholars from various camps within the wider management domain.