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The article focuses on the ongoing crisis of business leaderships in the U.S. and what needs to be done to restore trust in the business executives of the U.S. The Harvard Center for Public Leadership's 2009 National Leadership Index discloses that 67% Americans believe that the U.S. will decline as a nation unless it gets better leaders. Besides focusing on maximizing shareholder value, corporate leaders should focus on long-term strategies to earn and restore trust of customers and employees.

The article presents the author's discussion on the potential re-emergence of carmaker General Motors Corp. in the U.S. He notes that the company has experienced the worst ordeal in its history with the government's bailout and forced bankruptcy declaration. However, he states that with the leadership of executives Fritz Henderson and Ed Whitacre, the company has the potential to compete with the global automobile industry. He cites and details the signs for potential recovery of the company.

An excerpt from the book "7 Lessons for Leading in Crisis," by Bill George is presented.

The article reports on a workable proposal for the administration of U.S. President Barack Obama to get health-care reform back on track in 2009. It presents an integrated proposal which is designed to achieve the goals towards health care reform on a fiscally sound basis, including self-funded low-premium, high-deductible catastrophic coverage plans and a national wellness and prevention campaign. It stresses the need of an approach that gives people an access to health insurance.

The article comments on the job losses that are not going to improve even if the U.S. economy recovers. It is stated that the government's claim that the stimulus will create or retain 3.5 million jobs is misleading. It is noted that there are structural problems in the economy that can only be resolved with a new growth strategy. It is advised that unless immediate action is taken, Americans are headed for a jobless recovery, which will be a drag on the economy for years to come.

In this article the author discusses how today's global meltdown is training a new generation of managers. The author believes current financial disasters and millions of lost jobs will produce a new generation of leaders who are battle-tested in crisis and ready to get the economy pointed in a healthier long-term direction. The author thinks that the root cause of current economic crisis is failed leadership.

The article discusses the need of an experienced business executive to oversee bank bailouts in the U.S. It is stated that no one in the government is in charge of managing this massive investment of the U.S. government of more than $1 trillion in bailing out financial institutions. It is also cited that the government wants the person to oversee the use of government funds and to get on top of compensation.

The author reflects on the outrage faced by American International Group Inc. (AIG)'s chief executive officer (CEO) Edward M. Liddy due to AIG's controversial bonus payments. He considers Liddy as an honest and responsible person who has got trapped in the controversy that started even before he was selected as AIG's CEO. He wants the politicians and former CEOs Hank Greenberg and Martin Sullivan, involved in this fiasco to acknowledge their responsibilities for the issues that led to AIG's downfall.

The article reports on public outrage over $165 million in bonuses paid out by insurance giant American International Group Inc. (AIG). In response to the act, the House of Representatives passed a bill to tax bonuses retroactively at 90% for financial institutions. It is stated that the object of all this anger is newly appointed AIG chief executive officer (CEO) Ed Liddy. However, the author says that the controversial bonus payments were made in early 2008, long before Liddy was appointed.

The author comments on American International Group Inc.'s (AIG's) financial troubles and the role of newly appointed AIG chief executive Ed Liddy in this scenario. He says that Populist outrage over $165 million in bonuses paid out by insurance giant AIG has set off a feeding frenzy in Washington D.C. The object of all this anger is said to be Liddy, who earns $1 per year for taking this abuse. Liddy is facing a nearly impossible situation, who has nothing to gain and a lot to lose.

The article presents the author's views on the role and responsibility of business leaders in the U.S. According to the author, business leaders need to step up and propose solutions that benefit the entire country. He thinks that business leaders must accept responsibility for the mess the economy is in and assist President Barack Obama in restoring the U.S. economy to health. He presents a list of areas where business leaders should contribute to the nation's long-term problems.

The author reflects on the plans of the U.S. President Barack Obama in countering the economic recession. He considers Obama's call to all Americans to serve their country as a clear message directly applicable to business leaders. He notes that every industry and sector has been harmed by the failed creation of a fiscally sound, sustainable economy, notwithstanding the pro-business orientation.

The article reflects on the need for the U.S. economy to focus on innovation as it is undergoing a massive transition. He enumerates several ways the government should do in addressing the challenges in various industries, such as health care, education, and transportation. He suggests that by following those steps will start robustly the innovation economy by providing built-in long-term growth, redistributing wealth without sacrificing the wealthy, and creating millions of jobs with good pays.

The article offers suggestions for the radical restoration of General Motors Corp. in the U.S. The company's largest issue is that it is not making cars that the American people want to purchase. Chief Executive Officer (CEO) Richard Wagoner stated that he acquired the problem from his predecessors. It is advised that the company must be split into two wherein the first is composed of Chevrolet, Buick, and Cadilla . It also advised on employing new management and a new board of directors.

The article discusses the leadership style of U.S. President-elect Barack Obama. It focuses on Obama's collaborative, empowered leadership as well as notes the positive changes which will be brought by Obama in various sectors of the American society which include business, education, and nonprofit organizations. Lessons learned from his political campaigns are also presented.

The article provides information on the leadership crisis occurred in the midst of the economic declension in the U.S. According to the article, leadership crisis is one of the main causes of the economic downslope that affects several firms in the country. Among the firms that are affected include Bear Stearns & Co. Inc., Lehman Brothers Inc., and American International Group Inc. (AIG). It mentions that these companies have sacrificed their future to amplify their short-term gains.

The author reflects on the importance of thinking leadership when it comes to electing a president in the U.S. The author suggests that the voters should ignore all the political image-shaping and instead try to identify the type of leader John McCain or Barack Obama would be in the world's most powerful leadership position. He mentions various former presidents who were not successful in their campaigns and stresses that one should not judge on their promises but on their leadership.

The author presents his views on the importance of knowledge in judging U.S. presidential candidates. He envies that John McCain would operate more like Harry Truman, the 33rd president of the U.S., while Barack Obama would operate more in style of John F. Kennedy, the country's 35th president. Moreover, he suggests that voters should look past the rhetoric and focus on the kind of leader our country needs at this crucial time.

The article presents several tips from some business and nonprofit leaders in achieving success at work. It says that a leader must not get caught up in the perquisites of his office. It is suggested to focus on intrinsic motivations. It also mentions that staying grounded is the best way to remained focused on work.

The author reflects on the issue of New York Governor Eliot Spitzer's involvement with prostitutes. He says that the revelation offers another tragic example of how powerful leaders get so caught up in their egos that they lose sight of their duties. He argues that leaders, whether elected or appointed, have a special responsibility to uphold the trust placed in them.

The author reflects on Democratic presidential candidate Barack Obama's appeal to young people. He says that the primary results in Iowa and New Hampshire have revealed the dramatic hunger for change taking place in the U.S. He points out that the younger generations, who are fed up with hollow promises, leaders who say what they think people want to hear, and politicians who appeal to people's baser instincts, are hungry for new leaders whom they can trust.

The article examines the implications of the subprime mortgage collapse and the writedowns at financial institutions for homeowners in the U.S. Individuals who got talked into home purchases with no-down-payment mortgages that offered low rates in the early years are being forced out of their homes because they cannot make the increased payments. In late October 2007 Treasury Secretary Henry Paulson successfully urged institutions like Countrywide to restructure some mortgages to ease the pressure on homeowners.

The author commends the leadership approaches of baby boomers in business organizations. He discusses the leadership strategy of emerging leaders and their ability to find collaborators for business opportunities. He adds that emerging leaders detest corporate politics as they want to be judged on their merits and have freedom to get things done. He considers Dina Powell as one of the global leaders who move comfortably between sectors.

The article focuses on the emergence of a new breed of leaders who are coming up fast behind baby boomers. Their approach to leadership is entirely different because they do not care about position, power, status, and organizational hierarchy. Instead, they are superb networkers who find collaborators to create opportunities and businesses. The emerging leaders are knowledge workers who typically know more than their bosses.

The article comments on the public's unrealistic expectation of leadership. According to Gallup surveys, majority of the public do not trust business leaders and even the politicians they have elected. According to him, the prevalence of political corruption could be attributed to voters' high regards for inexperienced leaders. He thinks that integrity could only be proven by long years of public service.

The article focuses on the implications of the increased CEO compensation in the U.S. It notes that determining the compensation of CEOs is a fundamental responsibility of the board of directors under U.S. corporate law. It cites the risks posed by guaranteeing CEO compensation to employees. It emphasizes that executive compensation should be tied directly to the company's long-term objectives.

The author comments on global capitalism in the U.S. According to the author, every government leader and business executive he has met in developing countries is eager for U.S.-style capitalism to build their economies, create jobs and wealth for their people, and bring their countries fully into the global trading network. He adds, they want to study it in the U.S., learn how to create local capital markets, acquire technology and know-how, and build companies that can export their goods, but most of all they want to be a leader in global capitalism.