

@mastersthesis {6397,
	title = {Full disclosure: {Vital} signs of leadership ethics in the healthcare industry},
	year = {2009},
	note = {3376822},
	school = {Drew University},
	type = {phdD.{M}.{H}.},
	address = {Ann Arbor},
	abstract = {"We make an effort to appear ethical, that doesn{\textquoteright}t mean we are ethical." An attitudinal response depicts ethical drug leadership{\textquoteright}s perceptions of pride and arrogance in past wonder drugs achievements contrasted against legal settlements paid for manipulating clinical based evidence, peddling influence, co-marketing collusion, and placing profits ahead of societal interest. I argue that industry leadership needs to rectify, formulate, and enforce a new ethical framework, subordinating insignificant concerns for gimmicks and scratch pads, to reset values where profit motivations cannot overshadow clinical based evidence, justice, transparency, trust, and accountability. The focus of this dissertation examines expressed insider perceptions, balanced against critical editorial assessments, as evidence which document violations in manipulated clinical research. This alone has prompted industry payment of billions of dollars to patients and government agencies who have cited evidence of fraud and unanticipated adverse drug reactions. A growing number of companies recognize a need for ethical symmetry between medicine, pharmacology, and relieve patient suffering. The PhRMA volunteer codes have been far too weak and unfocused to secure proper controls or a perception of leadership sponsoring humanism in advancing science or fostering quality of life issues. Healthcare leadership needs to address this dilemma through internal education of its employees integrating medical humanities instruction, with a certified ethical and business graduate education. This moral responsibility anticipates influencing factors before considering producing premium priced drugs that may not validate value against the cost for a new agent for the patient facing a debilitating disease. The rules implicit within an ethical culture cannot be broken by circumstances or validated by platitudes. Drug leadership makes the rhetorical pronouncement to its associates to "do the right thing," then proceeds to "white wash" moral standards and sell stock prior to reports of negative drug studies. Few believe the industry leadership has the capability of self cure in assessing moral responsibility or facilitate corrective action. One president states that leadership in the drug industry "just don{\textquoteright}t get it." If a new framework in ethics is not established in 2009, based on past abuses, government will surely dictate many of these needed controls. Applied medical humanities can help construct an empowered ethical framework, augmented by an audacity of leadership{\textquoteright}s moral courage to insure justice, accountability, and trust. This recognition of moral responsibility can serve to re-set ethical behavior that once drove a culture of humanism to protect the patient and "above all, do no harm."},
	keywords = {0497:Medical Ethics, 0769:Health care management, Drug leadership, Health and environmental sciences, Health Care, Health care industry, Health care management, Leadership, Leadership ethics, Medical Ethics, Moral reponsibility},
	url = {http://search.proquest.com/docview/304880203?accountid=14270},
	author = {De Jesse, Paul A.}
}
