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Managing and Leading Nonprofit Organizations
A Framework For Success
Paul L. Dann (Author)
9781119818533, Wiley
Hardback, published 4 April 2022
272 pages
23.1 x 15.8 x 2.8 cm, 0.454 kg
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: 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.
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 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 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 Chapter 5 Leadership Development in Action: The Generative Leadership Advantage 79 Core Elements of Generative Leadership Practice 82 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 Specific Systems 121 Chapter 8 Effective Change Management 141 Types of Change 142 Five Core Elements Impacting Change 145 Strategic Planning 153 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 Key Points 199 Chapter 12 From Theory to Practice: Bringing It All Together 205 Mindfulness Exercises 225 Leadership Practice Perspective Assessment Tool 228 Servant Leadership Assessment Tool 230 Generative Leadership® Questionnaire 232 Generative Leadership Questionnaire Scoring Sheet 238 Performance Management Assessment 242 System Assessment Tool 244 Conflict Management Strategies Tool 245 Johari Window Team Assessment Tool 248
Opportunity and Engagement 21
Become an Advocate for Leadership Development Practice 23
Find a Mentor 25
Sharpen Your Saw 26
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
The Power of Norms 63
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
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
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
Models for Pursuing Organizational Change 146
Resistance to Change 149
Step 1: The Gathering 154
Step 2: Refining 156
Step 3: The Plan 157
Step 4: Integrating 158
Associations 192
Interagency Collaboration 194
Networks 196
Mergers 197
Acquisitions 198
Mission and Vision Alignment 199
Avoiding Mission Drift 200
Culture 201
Short-Term Gain, Long-Term Pain 202
Staying Ahead of the Curve 202
References 219
Appendix: Tools to Help Build Leadership Practice 225
Mindful Breathing 225
Mindful Observation 226
Mindful Awareness 226
Mindful Listening 226
Mindful Appreciation 227
Score Interpretation 238
About the Author 251
Index 253
Subject Areas: Business & management [KJ]
