John Wiley & Sons Managing and Leading Nonprofit Organizations Cover Practical strategies for ensuring leadership success within nonprofit organizations In Managing and.. Product #: 978-1-119-81853-3 Regular price: $25.14 $25.14 In Stock

Managing and Leading Nonprofit Organizations

A Framework For Success

Dann, Paul L.


1. Edition April 2022
272 Pages, Hardcover
Wiley & Sons Ltd

ISBN: 978-1-119-81853-3
John Wiley & Sons

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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:
* How to choose a leadership style that suits your personality, the people you work with, and your organization
* How to engage in the co-creation of leadership through generative leadership practice, including the development of an organizational philosophy, practice, and structure
* How to manage employee performance and engagement and how to choose successful management systems to leverage success

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 6

Chapter 2 Leadership as Practice 15

First Practice Perspective: Being Anti-Gravitational 17

Second Practice Perspective: The Long View 18

Third Practice Perspective: It is the Journey Not the Destination 20

Fourth Practice Perspective: Leverage Serendipity 21

Fifth Practice Perspective: Use a Compass Not a Road Map 22

Sixth Practice Perspective: Awareness 23

Seventh Practice Perspective: Address Inner Pressures 24

Eighth Practice Perspective: Hero Leadership vs Leading Heroes 26

Strategies for Developing Leadership Practice 28

Opportunity and Engagement 28

Become an Advocate for Leadership Development Practice 31

Find a Mentor 32

Sharpen Your Saw 34

Chapter 3- Choosing a Leadership Style 37

Transactional Leadership 38

Transformational Leadership 39

Charismatic Leadership 40

Quiet Leadership 40

Situational Leadership 41

Servant Leadership 42

Emergent Thought in Leadership Practice 53

A Classic Frame 55

Chapter 4 Creating Positive Organizational Culture 63

A Well-Kept Secret 63

Understanding Organizational Culture 65

The role of Mission, Values, and Vision 68

The Power of Norms 72

Chapter 5 Leadership Development in Action- the Generative Leadership Advantage 86

Core Elements of Generative Leadership Practice 89

Expectations 90

Communication and Feedback 91

Leadership Attributes 92

Trust 93

Risk Taking 95

Opportunity 97

Related Subthemes 98

Having Voice 99

Commitment 100

Perceived Need to Act 101

Organizational Philosophy and Practice 101

Role Modeling 102

Shared Beliefs and Values 102

Structure 102

Chapter 6 Performance Management and Employee Engagement 109

Employee Engagement 110

Performance Management 113

Supervision 116

Summing It All Up 119

Chapter 7 Synergy and Management Systems 122

Core Principles for Effective Systems 124

Mission Centered 124

Aligned with the Vision of the Organization 124

Support the Key Values and Beliefs 125

Maintaining both Efficacy and Efficiency 126

Building the "We" 127

Meaning Making 128

Specific Systems 131

System One - Communication Practices 131

System Two - Meetings 136

System Three - Continuous Quality Improvement Practices 139

System Four -Professional Development 143

System Five - Retreats and Events 146

System Six - Financial Management Practices 147

Chapter 8 Effective Change Management 152

Types of Change 153

Five Core Elements Impacting Change 156

Models for Pursuing Organizational Change 158

Resistance to Change 161

Strategic planning. 166

Chapter 9 Effectively Managing Conflict 173

Communication and Conflict 175

Core Values, Culture and Conflict 176

Leadership and Conflict 179

Conflict Management Strategies 181

Chapter 10 Working with your Team 183

Leadership Strategies for Effective Teams 184

Self Reflection - Your Supervisory Style 184

Building Awareness at the Team and Individual Level 185

Get the right people in the right place 192

Allow for ownership 193

Support in the right amount at the right time 194

The Right Tools and Training 195

Build the team's Culture 197

Celebrate and Recognize the Right People 202

Chapter 11 Strategic Alliances 205

Types of Strategic Alliances 205

Key points 214

Chapter 12 From Theory to Practice, Bringing it all Together. 219

References 231

Appendices 237

Mindfulness Exercises 237

Leadership Practice Perspective Assessment Tool 239

Servant Leadership Assessment Tool 241

Generative Leadership(c) questionnaire 243

Generative Leadership Questionnaire Scoring Sheet 247

Performance Management Assessment 250

System Assessment Tool- 252

Conflict Management Strategies Tool 253

JoHari Window Team Assessment Tool 255 Index
Paul L. Dann, PhD, is Executive Director of NFI North, a nonprofit mental health and human services agency providing care to children, youth, families, and adults throughout New Hampshire and Maine. He is a faculty member in the Carsey School of Public Policy at the University of New Hampshire.