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. Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
CATHY A. TROWER, PhD, is president of Trower & Trower, Inc., a board governance consulting firm founded in 1998. Formerly a senior research associate at Harvard University's Graduate School of Education, Cathy is nationally known for her expertise on board policies and best practices, leadership, organizational change, strategic thinking, group dynamics, faculty diversity/workplace satisfaction, and shared governance. She is in high demand as a speaker, consultant, coach, and advisor to boards and executives. Email: catrower@trowerandtrower.com Website: www.trowerandtrower.com
Inhaltsangabe
List of Exhibits, Figures, and Tables xiii Foreword xvii by Richard Chait Preface xxi CHAPTER 1: THE GOVERNANCE AS LEADERSHIP MODEL 1 Premises 2 Underlying Assumptions 2 Governance Reform 3 The Three Modes or Mental Maps 4 Why Three Modes? 14 CHAPTER 2: GETTING STARTED AND GAINING TRACTION WITH GOVERNANCE AS LEADERSHIP 21 What Is Optimized at Board Meetings? 22 What Is Different about Generative Governance? 22 Moving to Higher Purpose and Optimizing Performance: Beginning the Conversation 23 Moving to Higher Purpose and Optimizing Performance: Getting Started 26 Moving to Higher Purpose and Optimizing Performance: Getting Traction 33 CHAPTER 3: ENCOURAGING CRITICAL THINKING IN THE BOARDROOM 47 Critical Thinking and Metacognition 48 Getting on the Balcony 50 Ways of Thinking 51 Impediments to Critical Thinking 54 Cognitive Biases and Board Workarounds 62 Social Loafing 70 Groupthink 71 Avoiding Groupthink and Its Close Cousins 77 CHAPTER 4: TURNING YOUR BOARD INTO A HIGH-PERFORMING TEAM 85 Social Systems 86 Groups and Teams 87 Boards as Teams 89 Effective Board Teams in the Context of Governance as Leadership 91 CHAPTER 5: CREATING A GOVERNANCE-AS-LEADERSHIP CULTURE 125 Culture 126 Three Toxic Cultures 128 Culture Change 131 Culture Conducive to Governance as Leadership 132 Tools to Support a "Governance as Leadership-Friendly" Culture 143 CHAPTER 6: WHAT GOVERNANCE AS LEADERSHIP REQUIRES OF LEADERS 169 Leadership 170 CHAPTER 7: MEASURING AND SUSTAINING GOVERNANCE AS LEADERSHIP 187 Measuring Board Performance 188 Sustaining Governance as Leadership 211 EPILOGUE 215 REFERENCES 217 ACKNOWLEDGMENTS 221 THE AUTHOR 227 BOARDSOURCE 229 INDEX 231
List of Exhibits, Figures, and Tables xiii Foreword xvii by Richard Chait Preface xxi CHAPTER 1: THE GOVERNANCE AS LEADERSHIP MODEL 1 Premises 2 Underlying Assumptions 2 Governance Reform 3 The Three Modes or Mental Maps 4 Why Three Modes? 14 CHAPTER 2: GETTING STARTED AND GAINING TRACTION WITH GOVERNANCE AS LEADERSHIP 21 What Is Optimized at Board Meetings? 22 What Is Different about Generative Governance? 22 Moving to Higher Purpose and Optimizing Performance: Beginning the Conversation 23 Moving to Higher Purpose and Optimizing Performance: Getting Started 26 Moving to Higher Purpose and Optimizing Performance: Getting Traction 33 CHAPTER 3: ENCOURAGING CRITICAL THINKING IN THE BOARDROOM 47 Critical Thinking and Metacognition 48 Getting on the Balcony 50 Ways of Thinking 51 Impediments to Critical Thinking 54 Cognitive Biases and Board Workarounds 62 Social Loafing 70 Groupthink 71 Avoiding Groupthink and Its Close Cousins 77 CHAPTER 4: TURNING YOUR BOARD INTO A HIGH-PERFORMING TEAM 85 Social Systems 86 Groups and Teams 87 Boards as Teams 89 Effective Board Teams in the Context of Governance as Leadership 91 CHAPTER 5: CREATING A GOVERNANCE-AS-LEADERSHIP CULTURE 125 Culture 126 Three Toxic Cultures 128 Culture Change 131 Culture Conducive to Governance as Leadership 132 Tools to Support a "Governance as Leadership-Friendly" Culture 143 CHAPTER 6: WHAT GOVERNANCE AS LEADERSHIP REQUIRES OF LEADERS 169 Leadership 170 CHAPTER 7: MEASURING AND SUSTAINING GOVERNANCE AS LEADERSHIP 187 Measuring Board Performance 188 Sustaining Governance as Leadership 211 EPILOGUE 215 REFERENCES 217 ACKNOWLEDGMENTS 221 THE AUTHOR 227 BOARDSOURCE 229 INDEX 231
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