Clinton claims her experience in such a leadership platform stemmed from her position as the head of the health-care reform initiative under her husband’s presidential term. She consulted with top experts on health issues, designing a highly detailed health care plan. In assembling such a plan, constituents came up with a variety of opposing views. This resulted in much dissatisfaction among those involved in planning, as they expect their ideas to have been considered, ending most issues in gridlock and a worsened health care crisis.
O’Toole compares the two leaders calling Clinton’s leadership style “managerial” and Obama’s leadership style “transformational”. He leans towards Obama’s approach to leadership because when he believed that successful transformations have occurred due to leaders who “offer inspiring visions and values, identify clear goals, and then provide the context and opportunity for those below them to participate in the design and implementation of the actual business of change”. O’Toole tried to analyze Clinton’s and Obama’s leadership styles according to corporate leadership. He claims that leaders of large corporations have adopted a values-based, decentralized approach to organizational transformation. This makes the leader’s subordinates empowered to be entrusted much in terms of responsibility of change implementation and the leader to focus more on the vision and fulfillment of goals.