Christmas Posting Dates
Governance as Leadership: Reframing the Work of Nonprofit Boards

Governance as Leadership: Reframing the Work of Nonprofit Boards

Hardback

By (author) Richard P. Chait, By (author) William P. Ryan, By (author) Barbara E. Taylor

$54.82
List price $74.41
You save $19.59 26% off

Free delivery worldwide
Available
Dispatched in 3 business days
When will my order arrive?

  • Publisher: John Wiley & Sons Inc
  • Format: Hardback | 224 pages
  • Dimensions: 160mm x 231mm x 23mm | 476g
  • Publication date: 9 November 2004
  • Publication City/Country: New York
  • ISBN 10: 0471684201
  • ISBN 13: 9780471684206
  • Sales rank: 425,264

Product description

A new framework for helping nonprofit organizations maximize the effectiveness of their boards. Written by noted consultants and researchers attuned to the needs of practitioners, Governance as Leadership redefines nonprofit governance. It provides a powerful framework for a new covenant between trustees and executives: more macrogovernance in exchange for less micromanagement. Informed by theories that have transformed the practice of organizational leadership, this book sheds new light on the traditional fiduciary and strategic work of the board and introduces a critical third dimension of effective trusteeship: generative governance. It serves boards as both a resource of fresh approaches to familiar territory and a lucid guide to important new territory, and provides a road map that leads nonprofit trustees and executives to governance as leadership. Governance as Leadership was developed in collaboration with BoardSource, the premier resource for practical information, tools and best practices, training, and leadership development for board members of nonprofit organizations. Through its highly acclaimed programs and services, BoardSource enables organizations to fulfill their missions by helping build effective nonprofit boards and offering credible support in solving tough problems. For the latest in nonprofit governance, visit www.boardsource.org, or call us at 1-800-883-6262.

Other books in this category

Showing items 1 to 11 of 11
Categories:

Author information

Richard P. Chait is a professor at the Harvard Graduate School of Education. His research and consulting focus is on nonprofit governance and college and university management. He was recently honored as one of Harvard University's "outstanding teachers." William P. Ryan is a research fellow at the Hauser Center for Nonprofit Organizations at Harvard University, and a consultant to foundations and non-profit organizations. His work focuses on nonprofit organizational effectiveness and foundation strategy. Barbara E. Taylor, PhD, is a researcher and consultant to nonprofit organizations whose work focuses on trusteeship, executive search, and organizational planning and assessment. She is a senior consultant with the Academic Search Consultation Service and a former vice president of the Association of Governing Boards of Universities and Colleges.

Review quote

"Governance as Leadership remains necessary reading for its intended audience as well as for the academic audience at large." (The Journal of Higher Education; Nov/Dec 2007)

Back cover copy

A new framework for helping nonprofit organizations maximize the effectiveness of their boardsWritten by noted consultants and researchers attuned to the needs of practitioners, Governance as Leadership redefines nonprofit governance. It provides a powerful framework for a new covenant between trustees and executives: more macrogovernance in exchange for less micromanagement.Informed by theories that have transformed the practice of organizational leadership, this book sheds new light on the traditional fiduciary and strategic work of the board and introduces a critical third dimension of effective trusteeship: generative governance. It serves boards as both a resource of fresh approaches to familiar territory and a lucid guide to important new territory, and provides a road map that leads nonprofit trustees and executives to governance as leadership.Governance as Leadership was developed in collaboration with BoardSource, the premier resource for practical information, tools and best practices, training, and leadership development for board members of nonprofit organizations. Through its highly acclaimed programs and services, BoardSource enables organizations to fulfill their missions by helping build effective nonprofit boards and offering credible support in solving tough problems. For the latest in nonprofit governance, visit www.boardsource.org, or call us at 1-800-883-6262.

Flap copy

Governance as Leadership offers trustees and executives a new and practical framework to govern nonprofit organizations more effectively. The book provides ideas, tactics, and examples that enrich the work of trustees and enhance a board's value to the organization it governs.The authors reframe the purpose and practice of nonprofit governance by drawing on theories that have reshaped the concept and practice of leadership. In contrast to conventional advice that unwittingly urges trustees to think and govern like managers, the authors' new approach invites boards to think and govern like leaders.Governance as Leadership describes three modes of governance-fiduciary, strategic, and generative-that together enable effective trusteeship. While the first two are more familiar to most boards, trustees often overlook opportunities to be a source of leadership as well as a source of advice, expertise, and fundraising. Most important, the book explains the power and payoff to organizations and boards when trustees govern in the generative mode-the most neglected yet most consequential type of work a board can do.When trustees gain proficiency in all three modes, the board practices governance as leadership. The trustees discover and do meaningful work, and the organization derives maximum benefit from a previously underutilized resource.Written by noted researchers and consultants, Governance as Leadership introduces a fresh way to think about governance with sensible guidance to turn these ideas into concrete actions. It will be particularly valuable to trustees and senior staff of professionally managed nonprofit organizations, as well as many others, including foundation officers, donors, consultants, and students of nonprofit organizations who are interested in improving nonprofit governance.

Table of contents

About Boardsource. About the Authors. Preface. Acknowledgments. Chapter 1: First Principles. Principle One: Nonprofit Managers Have Become Leaders. Principle Two:Trustees Are Acting More Like Managers. Principle Three:There Are Three Modes of Governance, All Created Equal. Principle Four:Three Modes Are Better Than Two or One. Chapter 2: Problem Boards or Board Problems? Problems of Performance. From Problems of Performance to Problems of Purpose. Some Official Work Is Highly Episodic. Some Official Work Is Intrinsically Unsatisfying. Some Important Unofficial Work Is Undemanding. Some Unofficial Work Is Rewarding but Discouraged. The Challenge of Reform. Chapter 3: Type I Governing: Fiduciary. Type I Governing. The Type I Mental Map. The Type I Board. Assessing the Problems. Conclusion. Chapter 4: Type II Governing: Strategic. Nonprofits Enter the Marketplace. Boards and Formal Strategy: A Type I Approach to Type II Work. Strategic Disillusionment. Strategic Thinking: Beyond a Type I Mindset. Governing in Type II Mode. The Evolution of Strategic Governance. Processes and Structures for Type II Governing. Implementing Strategy. Why Not Just Types I and II? Chapter 5: Type III: Generative Thinking. The Power of Generative Thinking in Organizations. Inside the Black Box of Generative Thinking. Toward Generative Governing. Leadership as Governance: Executives Displace Trustees. Governance by Default: Trustees and Executives Disengage. Governance by Fiat: Trustees Displace Executives. Type III Governance: Trustees and Executives Collaborate. Can Boards Do It? Chapter 6: Type III: Generative Governing. Using a Type III Mental Map of the Organization. Recognizing Generative Landmarks. Generative Landmarks. Embedded Issues. Spotting "Triple Helix" Situations. Working at the Boundary. Working at the Internal Boundary. Working at the External Boundary. Looking Back: The Future in the Rear-View Mirror. Deliberating and Discussing Differently. The Cardinal Rule: Suspend the Rules. Promoting Robust Dialogue. Mind the Mode. The Payoffs. Chapter 7: Working Capital That Makes Governance Work. Intellectual Capital. Reputational Capital. Political Capital. Social Capital. Capitalizing on Trustees. Chapter 8: Where to Next? Is the Game Worth the Candle? Diagnostics. "Attractive Nuisances". A New Covenant. Coming Full Circle. References. Index.