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The study assesses public health programs to shed light on the experiences of low-income and minority women with children seeking health services. Thirteen focus groups were conducted with 111 pregnant women or women with children. Women consumers of public health services experience difficulties accessing health services due to a lack of insurance, information and language barriers about programs and eligibility, a shortage of Medicaid providers and specialist services, long waits, bureaucratic barriers, and dismissive treatment. Accessibility and information barriers were more prominent in rural regions whereas bureaucratic barriers were more pronounced in urban areas. Lower satisfaction with services was reported among ethnic minority women compared to whites.

Democratic candidate Barack Obama campaigned for the office of President of the United States on a message of hope and change. Included in this message was an avowed commitment to fighting for equality and social justice. This chapter evaluates the Obama administration's record on social justice issues from a black feminist perspective. I find that although the administration has made some notable achievements, the universalist paradigm from which it operates may cause policymakers to overlook multiply oppressed groups. It might likewise blind them to the processes that generate and maintain social inequality. I argue that the results could hinder Obama from succeeding with much of his social justice agenda. I conclude by discussing how examining inequality through a black feminist prism would enable the Obama administration to speed up its program and develop and implement more effective policies. Finally, I also recommend a social justice project that might help the president create a legacy that will promote his goals long after he leaves office.

Kevin Au graduated from the Chinese University of Hong Kong with a BBA and earned his Ph.D. in management/international business at the University of British Columbia. He co-founded the CUHK Center for Entrepreneurship and has been an associate director. He also serves as associate director of the MBA programme. His research interests are international management, entrepreneurship, family business, social network and cross-cultural research methodology. He has published dozens of academic articles, cases and book chapters, and served on the editorial boards of several academic journals. He has provided consulting and training for the government and business corporations. His clients include the Central Policy Unit, Hong Kong Cyberport, Ove Arup and a number of business startups and family businesses in Hong Kong.

In the opening chapter of this volume, Dave Ulrich and Norm Smallwood enlighten us with a unique perspective toward the understanding of leadership. They point out that in the past, most leadership research used an inside/out approach that studies leadership attributes (i.e., what is inside oneself that makes an effective leader). However, what matters more are the results that effective leadership produces. Therefore, an outside/in, business-values-driven approach should be adopted to match leadership to the expectations of various stakeholders, including customers, investors, organizations, and employees. The authors stress the importance of building leadership brand to better capture what stakeholders want and propose seven principles that can produce sustainable, long-lasting results from leadership development.