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 organization
- How to engage in the co-creation of leadership through generative leadership practice, including the development of an organizational philosophy, practice, and structure
- How 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.
Author(s): Paul L. Dann
Publisher: Wiley
Year: 2022
Language: English
Pages: 272
City: Hoboken
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
