This book gives nonprofit board leaders a solid resource that shows how to achieve excellence and peak performance in the boardroom by fully realizing and putting into practice, tri-modal governance: proficiency in the three modes of governance (fiduciary, strategic and generative). This model was first introduced in Governance as Leadership . The author showcases the practices of high performing nonprofit boards and provide practical guidance toward optimizing those practices: flow (high skill and high purpose); discernment; deliberation; prudence; divergent thinking; insight; meaningfulness;…mehr
This book gives nonprofit board leaders a solid resource that shows how to achieve excellence and peak performance in the boardroom by fully realizing and putting into practice, tri-modal governance: proficiency in the three modes of governance (fiduciary, strategic and generative). This model was first introduced in Governance as Leadership . The author showcases the practices of high performing nonprofit boards and provide practical guidance toward optimizing those practices: flow (high skill and high purpose); discernment; deliberation; prudence; divergent thinking; insight; meaningfulness; consequence to the organization; and integrity for improved organizational performance and trustee engagement.
Cathy A. Trower, PhD is a senior research associate at Harvard University's Graduate School of Education. She is author of the second edition of Richard Chait's book, Govern More, Manage Less. Cathy is nationally known for her expertise on board policies, leadership, structure, organizational change, best governance practices, and strategic planning. She is in high demand as a speaker, consultant, and advisor and works with nonprofit boards independently through her consulting firm, Trower and Trower, Inc.
Inhaltsangabe
List of Exhibits Foreword (Richard Chait) Preface 1 What Is Governance as Leadership? Premises Underlying Assumptions Governance Reform The Three Modes or Mental Maps Why Three Modes? 2 Getting Started and Gaining Traction with Governance as Leadership What Is Optimized at Board Meetings? What Is Different about Generative Governance? Moving to Higher Purpose and Optimizing Performance: Beginning the Conversation Moving to Higher Purpose and Optimizing Performance: Getting Started Moving to Higher Purpose and Optimizing Performance: Getting Traction 3 Encouraging Critical Thinking in the Boardroom Critical Thinking and Metacognition Getting on the Balcony Ways of Thinking Impediments to Critical Thinking Cognitive Biases and Board Workarounds Social Loafing Groupthink Avoiding Groupthink and Its Close Cousins 4 Turning Your Board into a High-Performing Team Social Systems Groups and Teams Boards as Teams Effective Board Teams in the Context of Governance as Leadership 5 Creating a Governance-as-Leadership Culture Culture Three Toxic Cultures Culture Change Culture Conducive to Governance as Leadership Tools to Support a "Governance as Leadership-Friendly" Culture 6 What Governance as Leadership Requires of Leaders Adaptive and Technical Work Adaptive Leadership The Paradoxes of Adaptive Leaders Boards as Viewed by Executives The Effective CEO in General The Effective Governance as Leadership CEO The Effective Board Chair in General The Effective Governance as Leadership Board Chair The Dynamic Duo: CEO and Chair 7 Measuring and Sustaining Governance as Leadership Measuring Board Performance Sustaining Governance as Leadership Epilogue References Acknowledgments About the Author Index
List of Exhibits Foreword (Richard Chait) Preface 1 What Is Governance as Leadership? Premises Underlying Assumptions Governance Reform The Three Modes or Mental Maps Why Three Modes? 2 Getting Started and Gaining Traction with Governance as Leadership What Is Optimized at Board Meetings? What Is Different about Generative Governance? Moving to Higher Purpose and Optimizing Performance: Beginning the Conversation Moving to Higher Purpose and Optimizing Performance: Getting Started Moving to Higher Purpose and Optimizing Performance: Getting Traction 3 Encouraging Critical Thinking in the Boardroom Critical Thinking and Metacognition Getting on the Balcony Ways of Thinking Impediments to Critical Thinking Cognitive Biases and Board Workarounds Social Loafing Groupthink Avoiding Groupthink and Its Close Cousins 4 Turning Your Board into a High-Performing Team Social Systems Groups and Teams Boards as Teams Effective Board Teams in the Context of Governance as Leadership 5 Creating a Governance-as-Leadership Culture Culture Three Toxic Cultures Culture Change Culture Conducive to Governance as Leadership Tools to Support a "Governance as Leadership-Friendly" Culture 6 What Governance as Leadership Requires of Leaders Adaptive and Technical Work Adaptive Leadership The Paradoxes of Adaptive Leaders Boards as Viewed by Executives The Effective CEO in General The Effective Governance as Leadership CEO The Effective Board Chair in General The Effective Governance as Leadership Board Chair The Dynamic Duo: CEO and Chair 7 Measuring and Sustaining Governance as Leadership Measuring Board Performance Sustaining Governance as Leadership Epilogue References Acknowledgments About the Author Index
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