Well-grounded in theory, research, and practice, Improving
Leadership in Nonprofit Organizations is a comprehensive
resource that goes beyond traditional nonprofit management theory
to offer the latest in cutting-edge thought on leadership for
nonprofit organizations. The book offers a wealth of new directions
and ideas for leadership and features chapters written by such
well-known experts as Frances Hesselbein, Stephen Dobbs, Florence
Green, and Jay Conger. Improving Leadership in Nonprofit
Organizations discusses the most compelling leadership
challenges and issues for nonprofit organizations and
* Shows that transformational leaders of nonprofits lead more
effective organizations
* Includes a comparison of highly functioning for-profit boards
with boards of nonprofit organizations
* Provides an analysis of dysfunctional boards
* Discusses for-profit ‘organizations of hope’ that provide
important leadership for social change and responsibility
* Suggests strategies for managing and motivating a volunteer
workforce
* Presents a model for leading nonprofit projects
* Offers a valuable model for program evaluation in nonprofit
organizations
* Considers the ongoing development of nonprofit leaders
* Includes strategies to develop leadership capacity
Tabla de materias
Tables, Figures, and Exhibits xi
Foreword xiii
Jack Shakely
Preface xvii
The Kravis Leadership Institute xxi
The Authors xxiii
PART ONE: CHALLENGES FOR NONPROFIT LEADERS 1
1 Future Challenges for Nonprofit Organizations 3
Frances Hesselbein
2 Some Thoughts About Nonprofit Leadership 10
Stephen Mark Dobbs
3 Ten Things Nonprofits Must Do in the Twenty-First Century
19
Florence L. Green
PART TWO: A FOCUS ON THE NONPROFIT LEADER 37
4 Missionary Leadership: Harnessing the Power of the Mission
39
K. M. Thiagarajan
5 Transformational Leadership in Nonprofit Organizations
49
Ronald E. Riggio, Bernard M. Bass, Sarah Smith Orr
6 The Ethical Challenges of Nonprofit Leaders 63
Joanne B. Ciulla
7 Managerial Pay in Nonprofit and For-Profit Corporations
76
Kevin F. Hallock
8 Succession and Its Discontents: The Perils and Promise of
Change 102
Georgia Sorenson
PART THREE: BOARD LEADERSHIP 117
9 Transforming Nonprofit Boards: Lessons from the World of
Corporate Governance 119
Jay A. Conger
10 Last Things First–Theories and Realities: A Perspective
on Nonprofit Leadership 131
Susan M. Scribner
PART FOUR: A FOCUS ON THE NONPROFIT ORGANIZATION 149
11 Organizations of Hope: Leading the Way to Transformation,
Social Action, and Profitability 151
Gill Robinson Hickman
12 Volunteers and Volunteer Organizations: Theoretical
Perspectives and Practical Concerns 163
Mark Snyder, Allen M. Omoto
13 Leadership, Social Work, and Virtual Teams: The Relative
Influence of Vertical Versus Shared Leadership in the Nonprofit
Sector 180
Craig L. Pearce, Youngjin Yoo, Maryam Alavi
PART FIVE: NONPROFIT LEADERSHIP TOOLS AND TECHNIQUES
205
14 Leadership of the Nonprofit Strategy Development Process
207
Thomas J. Reynolds
15 A Leadership Model for Nonprofit Projects 219
Victor Sohmen
16 Using Professional Evaluation to Improve the Effectiveness of
Nonprofit Organizations 234
Stewart I. Donaldson
17 Leadership Assessment and Development: Recommendations for a
New Assessment Model 252
Paul M. Arsenault
Conclusion: Soul-Based Leadership: The Confluence of Ideals,
Concepts, and Action 267
Sarah Smith Orr
Name Index 279
Subject Index 283
Sobre el autor
Ronald E. Riggio is the Henry R. Kravis Professor of
Leadership and Organizational Psychology and director of the Kravis
Leadership Institute at Claremont Mc Kenna College. He is the author
of numerous books on the topic of leadership.
Sarah Smith Orr is president of Smith Orr &
Associates in Pasadena, California. She is a consultant and coach
for executives and organizations with a specialty in nonprofit
leadership and for men and women making a passage through a life
transition.
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