Practitioner's Guide to Governance as Leadership: Building High-Performing Nonprofit Boards
Preț: 255,00 lei
Disponibilitate: la comandă
Autor: Cathy Trower
ISBN: 9781118109878
Editura: Jossey-Bass
Anul publicării: 2013
Pagini: 272
DESCRIERE
Praise for The Practitioner's Guide to Governance as Leadership
"With wisdom and insight, Trower has written the seminal guide for nonprofit boards. This is a must-read for every current and incoming nonprofit board member."
—Joel Allison, president and CEO, Baylor Health Care System
"For nonprofit chief executives who are ready for more engaged and purposeful boards and for board members who want to work more meaningfully and be true partners in leadership, Trower shows the way. She brings Governance as Leadership to life with case studies, theoretical frameworks, board exercises, and practical advice."
—Susan Whealler Johnston, executive vice president, Association of Governing Boards of Universities and Colleges (AGB)
"It has never been more critical than it is today for nonprofits to engage their boards in ways that capture the full talent, experience and resources of those who govern the work.?Yet, too often, we see organizations facing a substantial board-engagement gap.?In this book, Trower shares the pathway forward for nonprofit and philanthropic leaders seeking to transform their boards in ways that will have an exponential impact on everything from strategy to fundraising. I've learned much from Trower's work on board leadership over the years—I'm thrilled she's now sharing it broadly through this valuable new resource for our sector."
—Robert B. Acton, executive director NY, Taproot Foundation
"At BoardSource, we value Governance as Leadership as a groundbreaking publication that has helped thousands of board leaders view governance in a new way. With this new book, Trower has taken on the important task of connecting the dots back to the boardroom, where nonprofits of all sizes are struggling with leading their organizations through these challenging times ... she deftly combines business, psychological, and sociological principles to help board members examine their own thought processes and raise the level of thinking and discourse in the boardroom."
—Linda C. Crompton, president and CEO, BoardSource
List of Exhibits
Foreword (Richard Chait)
Preface
1 What Is Governance as Leadership?
Premises
Underlying Assumptions
Governance Reform
The Three Modes or Mental Maps
Why Three Modes?
2 Getting Started and Gaining Traction with Governance as Leadership
What Is Optimized at Board Meetings?
What Is Different about Generative Governance?
Moving to Higher Purpose and Optimizing Performance: Beginning the Conversation
Moving to Higher Purpose and Optimizing Performance: Getting Started
Moving to Higher Purpose and Optimizing Performance: Getting Traction
3 Encouraging Critical Thinking in the Boardroom
Critical Thinking and Metacognition
Getting on the Balcony
Ways of Thinking
Impediments to Critical Thinking
Cognitive Biases and Board Workarounds
Social Loafing
Groupthink
Avoiding Groupthink and Its Close Cousins
4 Turning Your Board into a High-Performing Team
Social Systems
Groups and Teams
Boards as Teams
Effective Board Teams in the Context of Governance as Leadership
5 Creating a Governance-as-Leadership Culture
Culture
Three Toxic Cultures
Culture Change
Culture Conducive to Governance as Leadership
Tools to Support a “Governance as Leadership–Friendly” Culture
6 What Governance as Leadership Requires of Leaders
Adaptive and Technical Work
Adaptive Leadership
The Paradoxes of Adaptive Leaders
Boards as Viewed by Executives
The Effective CEO in General
The Effective Governance as Leadership CEO
The Effective Board Chair in General
The Effective Governance as Leadership Board Chair
The Dynamic Duo: CEO and Chair
7 Measuring and Sustaining Governance as Leadership
Measuring Board Performance
Sustaining Governance as Leadership
Epilogue
References
Acknowledgments
About the Author
Index
Cathy A. Trower, PhD is a senior research associate at Harvard University's Graduate School of Education. She is author of the second edition of Richard Chait's book, Govern More, Manage Less. Cathy is nationally known for her expertise on board policies, leadership, structure, organizational change, best governance practices, and strategic planning. She is in high demand as a speaker, consultant, and advisor and works with nonprofit boards independently through her consulting firm, Trower and Trower, Inc.
"With wisdom and insight, Trower has written the seminal guide for nonprofit boards. This is a must-read for every current and incoming nonprofit board member."
—Joel Allison, president and CEO, Baylor Health Care System
"For nonprofit chief executives who are ready for more engaged and purposeful boards and for board members who want to work more meaningfully and be true partners in leadership, Trower shows the way. She brings Governance as Leadership to life with case studies, theoretical frameworks, board exercises, and practical advice."
—Susan Whealler Johnston, executive vice president, Association of Governing Boards of Universities and Colleges (AGB)
"It has never been more critical than it is today for nonprofits to engage their boards in ways that capture the full talent, experience and resources of those who govern the work.?Yet, too often, we see organizations facing a substantial board-engagement gap.?In this book, Trower shares the pathway forward for nonprofit and philanthropic leaders seeking to transform their boards in ways that will have an exponential impact on everything from strategy to fundraising. I've learned much from Trower's work on board leadership over the years—I'm thrilled she's now sharing it broadly through this valuable new resource for our sector."
—Robert B. Acton, executive director NY, Taproot Foundation
"At BoardSource, we value Governance as Leadership as a groundbreaking publication that has helped thousands of board leaders view governance in a new way. With this new book, Trower has taken on the important task of connecting the dots back to the boardroom, where nonprofits of all sizes are struggling with leading their organizations through these challenging times ... she deftly combines business, psychological, and sociological principles to help board members examine their own thought processes and raise the level of thinking and discourse in the boardroom."
—Linda C. Crompton, president and CEO, BoardSource
List of Exhibits
Foreword (Richard Chait)
Preface
1 What Is Governance as Leadership?
Premises
Underlying Assumptions
Governance Reform
The Three Modes or Mental Maps
Why Three Modes?
2 Getting Started and Gaining Traction with Governance as Leadership
What Is Optimized at Board Meetings?
What Is Different about Generative Governance?
Moving to Higher Purpose and Optimizing Performance: Beginning the Conversation
Moving to Higher Purpose and Optimizing Performance: Getting Started
Moving to Higher Purpose and Optimizing Performance: Getting Traction
3 Encouraging Critical Thinking in the Boardroom
Critical Thinking and Metacognition
Getting on the Balcony
Ways of Thinking
Impediments to Critical Thinking
Cognitive Biases and Board Workarounds
Social Loafing
Groupthink
Avoiding Groupthink and Its Close Cousins
4 Turning Your Board into a High-Performing Team
Social Systems
Groups and Teams
Boards as Teams
Effective Board Teams in the Context of Governance as Leadership
5 Creating a Governance-as-Leadership Culture
Culture
Three Toxic Cultures
Culture Change
Culture Conducive to Governance as Leadership
Tools to Support a “Governance as Leadership–Friendly” Culture
6 What Governance as Leadership Requires of Leaders
Adaptive and Technical Work
Adaptive Leadership
The Paradoxes of Adaptive Leaders
Boards as Viewed by Executives
The Effective CEO in General
The Effective Governance as Leadership CEO
The Effective Board Chair in General
The Effective Governance as Leadership Board Chair
The Dynamic Duo: CEO and Chair
7 Measuring and Sustaining Governance as Leadership
Measuring Board Performance
Sustaining Governance as Leadership
Epilogue
References
Acknowledgments
About the Author
Index
Cathy A. Trower, PhD is a senior research associate at Harvard University's Graduate School of Education. She is author of the second edition of Richard Chait's book, Govern More, Manage Less. Cathy is nationally known for her expertise on board policies, leadership, structure, organizational change, best governance practices, and strategic planning. She is in high demand as a speaker, consultant, and advisor and works with nonprofit boards independently through her consulting firm, Trower and Trower, Inc.
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