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:…mehr
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.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Paul L. Dann, PhD, is Executive Director of NFI North, a nonprofit mental health and human services agency providing care to children, youth, families, and adults throughout New Hampshire and Maine. He is a faculty member in the Carsey School of Public Policy at the University of New Hampshire.
Inhaltsangabe
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
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
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