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                <text>Reviews</text>
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    <name>Review</name>
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          <name>Title</name>
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              <text>ETHICAL CONFLICTS AMONG THE LEADING MEDICAL AND HEALTHCARE LEADERS</text>
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          <name>Subject</name>
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              <text>COVID-19; ethical conflicts; healthcare providers; leadership; medical professionals</text>
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              <text>Today, the whole world is fighting the COVID-19 pandemic. In these circumstances, medical professionals are being viewed as the frontline warriors who are risking their lives for the sake of helping, caring, and curing these patients. However, in these difficult times, there are few medical professionals and health care providers who are taking advantage of this situation and taking advantage of distressed and distraught patients at will. A conflict between professional and personal ethical values makes them depressed and puzzled. It is tough for them to maintain a good image of their profession and business. The objectives of this study are to review the ethical conflict amid the ongoing Covid pandemic and post-Covid pandemic (vaccination period) in the context of medical professionals and health care providers. The paper is designed based on a literature review. Almost fifty-two research papers, articles, survey reports, and newspapers were studied in the context of ethics in business/profession. After reviewing moral distress is ongoing and post-pandemic period, the researchers have tried to present the medical professionals and health care providers' critical situation to give priority to their professional ethics or personal interest.  School of Engineering, Taylor's University</text>
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          <name>Creator</name>
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              <text>Roy B.; Kumar A.; Kumar A.; Gowda K.R.</text>
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              <text>Asia Pacific Journal of Health Management, Vol-17, No. 1</text>
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              <text>Australasian College of Health Service Management</text>
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              <text>2022-01-01</text>
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              <text>&lt;a href="https://doi.org/10.24083/apjhm.v17i1.1491" target="_blank" rel="noreferrer noopener"&gt;https://doi.org/10.24083/apjhm.v17i1.1491&lt;/a&gt;
&lt;br /&gt;&lt;br /&gt;&lt;a href="https://www.scopus.com/inward/record.uri?eid=2-s2.0-85130031734&amp;amp;doi=10.24083%2Fapjhm.v17i1.1491&amp;amp;partnerID=40&amp;amp;md5=cc5a9e95406dce61dbcd2bab382eadb9" target="_blank" rel="noreferrer noopener"&gt;https://www.scopus.com/inward/record.uri?eid=2-s2.0-85130031734&amp;amp;doi=10.24083%2fapjhm.v17i1.1491&amp;amp;partnerID=40&amp;amp;md5=cc5a9e95406dce61dbcd2bab382eadb9&lt;/a&gt;</text>
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          <name>Rights</name>
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              <text>All Open Access; Gold Open Access</text>
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              <text>ISSN: 22043136</text>
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              <text>Online</text>
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              <text>Roy B., Department of Commerce, D.A.V Centenary College, Haryana, Faridabad, India; Kumar A., Department of Management, Apeejay School of Management, Delhi, Dwarka, India; Kumar A., KIIT School of Social, Financial &amp;amp; Human Sciences, Kalinga Institute of Industrial Technology (Deemed to be University), Bhubaneswar, India; Gowda K.R., School of Business and Management, Christ (Deemed to be University), Karnataka, Bangalore, India</text>
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