Governance As Leadership : Reframing the Work of Nonprofit Boards

by Chait, Richard P.; Ryan, William P.; Taylor, Barbara E.

• ISBN13: 9780471684206
• ISBN10: 0471684201
• Edition: 1st
• Format: Hardcover
• Copyright: 2004-10-22
• Publisher: WILEY

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