9780471684206

Governance As Leadership : Reframing the Work of Nonprofit Boards

by ; ;
  • ISBN13:

    9780471684206

  • ISBN10:

    0471684201

  • Edition: 1st
  • Format: Hardcover
  • Copyright: 2004-10-22
  • Publisher: WILEY

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Summary

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.

Author Biography

<b>Richard P. Chait</b> 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&#8217;s "outstanding teachers." <p> <b>William P. Ryan</b> 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. <p> <b>Barbara E. Taylor</b>, 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.

Table of Contents

ABOUT BOARDSOURCE x
ABOUT THE AUTHORS xi
PREFACE xv
ACKNOWLEDGMENTS XXV
CHAPTER 1 First Principles 1(10)
Principle One: Nonprofit Managers Have Become Leaders
2(2)
Principle Two: Trustees Are Acting More Like Managers
4(2)
Principle Three: There Are Three Modes of Governance, All Created Equal
6(2)
Principle Four: Three Modes Are Better Than Two or One
8(3)
CHAPTER 2 Problem Boards or Board Problems? 11(22)
Problems of Performance
12(3)
From Problems of Performance to Problems of Purpose
15(8)
Some Official Work Is Highly Episodic
17(1)
Some Official Work Is Intrinsically Unsatisfying
18(2)
Some Important Unofficial Work Is Undemanding
20(2)
Some Unofficial Work Is Rewarding but Discouraged
22(1)
The Challenge of Reform
23(10)
CHAPTER 3 Type I Governing: Fiduciary 33(18)
Type I Governing
34(4)
The Type I Mental Map
38(2)
The Type I Board
40(5)
Assessing the Problems
45(4)
Conclusion
49(2)
CHAPTER 4 Type II Governing: Strategic 51(28)
Nonprofits Enter the Marketplace
52(2)
Boards and Formal Strategy: A Type I Approach to Type II Work
54(2)
Strategic Disillusionment
56(6)
Strategic Thinking: Beyond a Type I Mindset
62(3)
Governing in Type II Mode
65(1)
The Evolution of Strategic Governance
66(2)
Processes and Structures for Type II Governing
68(7)
Implementing Strategy
75(1)
Why Not Just Types I and II?
76(3)
CHAPTER 5 Type III: Generative Thinking 79(22)
The Power of Generative Thinking in Organizations
80(2)
Inside the Black Box of Generative Thinking
82(7)
Toward Generative Governing
89(10)
Leadership as Governance: Executives Displace Trustees
90(3)
Governance by Default:Trustees and Executives Disengage
93(1)
Governance by Fiat: Trustees Displace Executives
94(1)
Type III Governance: Trustees and Executives Collaborate
94(5)
Can Boards Do It?
99(2)
CHAPTER 6 Type III: Generative Governing 101(36)
Using a Type III Mental Map of the Organization
104(3)
Recognizing Generative Landmarks
107(4)
Generative Landmarks
107(1)
Embedded Issues
108(1)
Spotting "Triple Helix" Situations
109(2)
Working at the Boundary
111(5)
Working at the Internal Boundary
111(4)
Working at the External Boundary
115(1)
Looking Back: The Future in the Rear-View Mirror
116(3)
Deliberating and Discussing Differently
119(11)
The Cardinal Rule: Suspend the Rules
120(4)
Promoting Robust Dialogue
124(6)
Mind the Mode
130(1)
The Payoffs
131(6)
CHAPTER 7 Working Capital That Makes Governance Work 137(26)
Intellectual Capital
142(4)
Reputational Capital
146(4)
Political Capital
150(5)
Social Capital
155(6)
Capitalizing on Trustees
161(2)
CHAPTER 8 Where to Next? 163(20)
Is the Game Worth the Candle?
163(4)
Diagnostics
167(7)
"Attractive Nuisances"
174(5)
A New Covenant
179(2)
Coming Full Circle
181(2)
REFERENCES 183(6)
INDEX 189

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