Leadership has been defined and described in many different ways over time. There are many different leadership theories, models, and frameworks used to define leadership (Koh, 2009). Although there are differences in leadership styles, there are some common characteristics that one can aspire to in order to be an effective leader. In this article, Case Study 67: Funding the Frog Study will be used to analyze whether the leader in this case study was able to demonstrate effective leadership. In the Case Study Funding the Frog Study (Sharp, Aguire, & Kickham, 2011), Herbert Kraft and Liana Munn, colleagues of Senator Tammy Wallis, listen to Senator Wallis on C-Span as she talks about the university research bill that had just been approved earlier in the day in its committee. Senator Wallis is the Chairman of the Committee and both Mr. Kraft and Ms. Munn are members of this Committee. Mr. Kraft and Ms. Munn were stunned when they saw Senator Wallis become very dramatic in her speech and began attacking a particular component of the bill that she described as unnecessary pork. Senator Wallis accused the opposition party of using the amendment process to sneak funding into this high-priority funding bill with a $40,000 research grant to study frogs in North Carolina, which she further described as a useless and wasteful expense. Senator Wallis continued in this speech to accuse the opposition party of having the priorities wrong and that her colleagues Senators Lansing and Weaver of North Carolina should not have tried to pass off this funding for their own selfish interests. Herbert was extremely upset after seeing this performance by Senator Wallis on C-Span and began discussing the situation with Ms. Munn. Mr. Herbert...... center of paper......e.Works CitedGaiter, DJ (2013). Aspects of leadership. Neurodiagnostic Journal, 53(4), 323-327.Koh, H. (2009). Leadership in Public Health... Eleventh Biennial Symposium on Minorities, the Medically Underserved, and Cancer in Washington, DC, April 2008. Journal Of CancerEducation, 24S11-8. doi:10.1080/08858190903400385.Peirson, L., Ciliska, D., Dobbins, M., & Mowat, D. (2012). Building capacity for evidence-informed decision making in public health: A case study of organizational change. BMCPublic Health, 12, 137. doi:http://dx.doi.org/10.1186/1471-2458-12-137.Sharp, B., Aguirre, G., & Kickham, K. (Eds.) ( 2011). Management in the public sector: a casebook in ethics and leadership. Boston: Longman. Souba, W. W. (2011). The being of leadership. Philosophy, ethics and humanistic studies in medicine: PEHM, 6, 5. doi:http://dx.doi.org/10.1186/1747-5341-6-5.