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.
Table of Contents
Chapter 1 Introduction and Purpose of This Book 1
Chapter 2 Leadership as Practice 9
First Practice Perspective: Being Antigravitational 11
Second Practice Perspective: The Long View 12
Third Practice Perspective: It’s the Journey, Not the Destination 13
Fourth Practice Perspective: Leverage Serendipity 14
Fifth Practice Perspective: Use a Compass, Not a Road Map 15
Sixth Practice Perspective: Awareness 16
Seventh Practice Perspective: Address Inner Pressures 18
Eighth Practice Perspective: Hero Leadership versus Leading Heroes 19
Strategies for Developing Leadership Practice 20
Opportunity and Engagement 21
Become an Advocate for Leadership Development Practice 23
Find a Mentor 25
Sharpen Your Saw 26
Chapter 3 Choosing a Leadership Style 29
Transactional Leadership 30
Transformational Leadership 31
Charismatic Leadership 32
Quiet Leadership 32
Situational Leadership 33
Servant Leadership 34
Listening 34
Empathy 35
Healing 36
Awareness 37
Persuasion 38
Conceptualization 39
Foresight 39
Stewardship 40
Commitment to Growth 40
Commitment to Building Strong Community 41
Emergent Thought in Leadership Practice 43
A Classic Frame 45
Chapter 4 Creating Positive Organizational Culture 53
A Well- Kept Secret 53
Understanding Organizational Culture 56
The Role of Mission, Values, and Vision 59
The Power of Norms 63
Chapter 5 Leadership Development in Action: The Generative Leadership Advantage 79
Core Elements of Generative Leadership Practice 82
Expectations 83
Communication and Feedback 84
Leadership Attributes 85
Trust 86
Risk-Taking 88
Opportunity 89
Related Subthemes 90
Having a Voice 91
Commitment 92
Perceived Need to Act 92
Organizational Philosophy and Practice 93
Role Modeling 93
Shared Beliefs and Values 94
Structure 94
Chapter 6 Performance Management and Employee Engagement 101
Employee Engagement 102
Performance Management 105
Supervision 108
Summing It All Up 110
Chapter 7 Synergy and Management Systems 113
Core Principles for Effective Systems 115
Mission Centered 115
Aligned with the Vision of the Organization 115
Support the Key Values and Beliefs 116
Maintaining Both Efficacy and Efficiency 117
Building the “We” 118
Meaning Making 119
Specific Systems 121
System 1: Communication Practices 122
System 2: Meetings 126
System 3: Continuous Quality Improvement Practices 129
System 4: Professional Development 132
System 5: Retreats and Events 134
System 6: Financial Management Practices 136
Chapter 8 Effective Change Management 141
Types of Change 142
Five Core Elements Impacting Change 145
Models for Pursuing Organizational Change 146
Resistance to Change 149
Strategic Planning 153
Step 1: The Gathering 154
Step 2: Refining 156
Step 3: The Plan 157
Step 4: Integrating 158
Chapter 9 Effectively Managing Conflict 161
Communication and Conflict 163
Core Values, Culture, and Conflict 164
Leadership and Conflict 166
Chapter 10 Leadership Strategies for Effective Teams 171
Self-Reflection: Your Supervisory Style 172
Building Awareness at the Team and Individual Levels 174
Understand Parallel Process 178
Get the Right People in the Right Place 179
Allow for Ownership 180
Support in the Right Amount at the Right Time 181
The Right Tools and Training 182
Build the Team’s Culture 184
Celebrate and Recognize the Right People 188
Chapter 11 Strategic Alliances 191
Types of Strategic Alliances 192
Associations 192
Interagency Collaboration 194
Networks 196
Mergers 197
Acquisitions 198
Key Points 199
Mission and Vision Alignment 199
Avoiding Mission Drift 200
Culture 201
Short-Term Gain, Long-Term Pain 202
Staying Ahead of the Curve 202
Chapter 12 From Theory to Practice: Bringing It All Together 205
References 219
Appendix: Tools to Help Build Leadership Practice 225
Mindfulness Exercises 225
Mindful Breathing 225
Mindful Observation 226
Mindful Awareness 226
Mindful Listening 226
Mindful Appreciation 227
Leadership Practice Perspective Assessment Tool 228
Servant Leadership Assessment Tool 230
Generative Leadership® Questionnaire 232
Generative Leadership Questionnaire Scoring Sheet 238
Score Interpretation 238
Performance Management Assessment 242
System Assessment Tool 244
Conflict Management Strategies Tool 245
Johari Window Team Assessment Tool 248
About the Author 251
Index 253
