Managing and Leading Nonprofit Organizations: A Framework For Success

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