Governance as Leadership: Reframing the Work of Nonprofit Boards
John Wiley & Sons, Jan 11, 2011 - Business & Economics - 224 pages
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.
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agendas approach assets better board meetings board members board’s boardroom boards of trustees BoardSource boundaries budget capital campaign Chait challenges Chapter chief executive committee competitive constituents consultants create deliberation discussion effective boards engagement environment example Exhibit fiduciary governing for-profit formal planning frames future goals governance as leadership Governance type groupthink Harvard Business Harvard Business School Henry Mintzberg Howard Gardner ideas impact important institution institution’s Intellectual capital issues Karl Weick leaders mental map Mintzberg mission nonprofit boards nonprofit governance nonprofit organizations opportunities organization’s organizational oversight performance policies political capital practice problem of purpose professional programs questions reputational capital response role sense sense-making social capital staff stakeholders strategic governance strategic mode strategic planning strategic priorities strategic thinking tasks Taylor technical term limits three modes trustees and executives trustees need trusteeship Type I board Type I governing understand Weick