Managing and Leading Nonprofit Organizations A Framework For Success

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.

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.

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© 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

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