Managing and Leading Nonprofit Organizations: A Framework For Success

Description

Practical strategies for ensuring leadership success within nonprofit organizations In Managing and Leading Nonprofit Organizations: A Framework For Success, veteran senior leader and CEO Paul L. Dann, PhD, draws on over 30 years of developing and advancing nonprofits to walk you through practical strategies that support success as a nonprofit leader. The book is filled with universally applicable examples of how to implement its leadership techniques. Leaders working in a variety of sectors will benefit from the author’s careful balance of theory and practice. In the book, they’ll also find: How to choose a leadership style that suits your personality, the people you work with, and your organizationHow to engage in the co-creation of leadership through generative leadership practice, including the development of an organizational philosophy, practice, and structureHow to manage employee performance and engagement and how to choose successful management systems to leverage success Ideal for practicing and aspiring nonprofit organization managers, board members, and directors, Managing and Leading Nonprofit Organizations: A Framework For Success is an indispensable, one-stop resource for the development and deployment of leadership skills in challenging as well as complex nonprofit environments. Cover Title Page Copyright Page Contents Chapter 1 Introduction and Purpose of This Book Chapter 2 Leadership as Practice First Practice Perspective: Being Antigravitational Second Practice Perspective: The Long View Third Practice Perspective: It’s the Journey, Not the Destination Fourth Practice Perspective: Leverage Serendipity Fifth Practice Perspective: Use a Compass, Not a Road Map Sixth Practice Perspective: Awareness Seventh Practice Perspective: Address Inner Pressures Eighth Practice Perspective: Hero Leadership versus Leading Heroes Strategies for Developing Leadership Practice Opportunity and Engagement Become an Advocate for Leadership Development Practice Find a Mentor Sharpen Your Saw Chapter 3 Choosing a Leadership Style Transactional Leadership Transformational Leadership Charismatic Leadership Quiet Leadership Situational Leadership Servant Leadership Listening Empathy Healing Awareness Persuasion Conceptualization Foresight Stewardship Commitment to Growth Commitment to Building Strong Community Emergent Thought in Leadership Practice A Classic Frame Chapter 4 Creating Positive Organizational Culture A Well-Kept Secret Understanding Organizational Culture The Role of Mission, Values, and Vision The Power of Norms Chapter 5 Leadership Development in Action: The Generative Leadership Advantage Core Elements of Generative Leadership Practice Expectations Communication and Feedback Leadership Attributes Trust Risk-Taking Opportunity Related Subthemes Having a Voice Commitment Perceived Need to Act Organizational Philosophy and Practice Role Modeling Shared Beliefs and Values Structure Chapter 6 Performance Management and Employee Engagement Employee Engagement Performance Management Supervision Summing It All Up Chapter 7 Synergy and Management Systems Core Principles for Effective Systems Mission Centered Aligned with the Vision of the Organization Support the Key Values and Beliefs Maintaining Both Efficacy and Efficiency Building the “We” Meaning Making Specific Systems System 1: Communication Practices System 2: Meetings System 3: Continuous Quality Improvement Practices System 4: Professional Development System 5: Retreats and Events System 6: Financial Management Practices Chapter 8 Effective Change Management Types of Change Five Core Elements Impacting Change Models for Pursuing Organizational Change Resistance to Change Strategic Planning Step 1: The Gathering Step 2: Refining Step 3: The Plan Step 4: Integrating Chapter 9 Effectively Managing Conflict Communication and Conflict Core Values, Culture, and Conflict Leadership and Conflict Chapter 10 Leadership Strategies for Effective Teams Self-Reflection: Your Supervisory Style Building Awareness at the Team and Individual Levels Understand Parallel Process Get the Right People in the Right Place Allow for Ownership Support in the Right Amount at the Right Time The Right Tools and Training Build the Team’s Culture Celebrate and Recognize the Right People Chapter 11 Strategic Alliances Types of Strategic Alliances Associations Interagency Collaboration Networks Mergers Acquisitions Key Points Mission and Vision Alignment Avoiding Mission Drift Culture Short-Term Gain, Long-Term Pain Staying Ahead of the Curve Chapter 12 From Theory to Practice: Bringing It All Together References Appendix: Tools to Help Build Leadership Practice Mindfulness Exercises Mindful Breathing Mindful Observation Mindful Awareness Mindful Listening Mindful Appreciation Leadership Practice Perspective Assessment Tool Servant Leadership Assessment Tool Generative Leadership® Questionnaire Generative Leadership Questionnaire Scoring Sheet Score Interpretation Performance Management Assessment System Assessment Tool Conflict Management Strategies Tool Johari Window Team Assessment Tool About the Author Index EULA