{"product_id":"governance-as-leadership-isbn-9780471684206","title":"Governance as Leadership","description":"A new framework for helping nonprofit organizations maximize the effectiveness of their boards. \u003cbr\u003e \u003cbr\u003e Written by noted consultants and researchers attuned to the needs of practitioners, \u003ci\u003eGovernance as Leadership\u003c\/i\u003e redefines nonprofit governance. It provides a powerful framework for a new covenant between trustees and executives: more macrogovernance in exchange for less micromanagement. \u003cbr\u003e \u003cbr\u003e 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. \u003cbr\u003e \u003cbr\u003e \u003ci\u003eGovernance as Leadership\u003c\/i\u003e 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. \u003cbr\u003e \u003cbr\u003e \u003cp\u003eabout boardsource x\u003c\/p\u003e \u003cp\u003eabout the authors xi\u003c\/p\u003e \u003cp\u003epreface xv\u003c\/p\u003e \u003cp\u003eacknowledgments xxv\u003c\/p\u003e \u003cp\u003e\u003cb\u003echapter 1 First Principles 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePrinciple One: Nonprofit Managers Have Become Leaders 2\u003c\/p\u003e \u003cp\u003ePrinciple Two:Trustees Are Acting More Like Managers 4\u003c\/p\u003e \u003cp\u003ePrinciple Three:There Are Three Modes of Governance, All Created Equal 6\u003c\/p\u003e \u003cp\u003ePrinciple Four:Three Modes Are Better Than Two or One 8\u003c\/p\u003e \u003cp\u003e\u003cb\u003echapter 2 Problem Boards or Board Problems? 11\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eProblems of Performance 12\u003c\/p\u003e \u003cp\u003eFrom Problems of Performance to Problems of Purpose 15\u003c\/p\u003e \u003cp\u003eSome Official Work Is Highly Episodic 17\u003c\/p\u003e \u003cp\u003eSome Official Work Is Intrinsically Unsatisfying 18\u003c\/p\u003e \u003cp\u003eSome Important Unofficial Work Is Undemanding 20\u003c\/p\u003e \u003cp\u003eSome Unofficial Work Is Rewarding but Discouraged 22\u003c\/p\u003e \u003cp\u003eThe Challenge of Reform 23\u003c\/p\u003e \u003cp\u003e\u003cb\u003echapter 3 Type I Governing: Fiduciary 33\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eType I Governing 34\u003c\/p\u003e \u003cp\u003eThe Type I Mental Map 38\u003c\/p\u003e \u003cp\u003eThe Type I Board 40\u003c\/p\u003e \u003cp\u003eAssessing the Problems 45\u003c\/p\u003e \u003cp\u003eConclusion 49\u003c\/p\u003e \u003cp\u003e\u003cb\u003echapter 4 Type II Governing: Strategic 51\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eNonprofits Enter the Marketplace 52\u003c\/p\u003e \u003cp\u003eBoards and Formal Strategy: A Type I Approach to Type II Work 54\u003c\/p\u003e \u003cp\u003eStrategic Disillusionment 56\u003c\/p\u003e \u003cp\u003eStrategic Thinking: Beyond a Type I Mindset 62\u003c\/p\u003e \u003cp\u003eGoverning in Type II Mode 65\u003c\/p\u003e \u003cp\u003eThe Evolution of Strategic Governance 66\u003c\/p\u003e \u003cp\u003eProcesses and Structures for Type II Governing 68\u003c\/p\u003e \u003cp\u003eImplementing Strategy 75\u003c\/p\u003e \u003cp\u003eWhy Not Just Types I and II? 76\u003c\/p\u003e \u003cp\u003e\u003cb\u003echapter 5 Type III: Generative Thinking 79\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Power of Generative Thinking in Organizations 80\u003c\/p\u003e \u003cp\u003eInside the Black Box of Generative Thinking 82\u003c\/p\u003e \u003cp\u003eToward Generative Governing 89\u003c\/p\u003e \u003cp\u003eLeadership as Governance: Executives Displace Trustees 90\u003c\/p\u003e \u003cp\u003eGovernance by Default:Trustees and Executives Disengage 93\u003c\/p\u003e \u003cp\u003eGovernance by Fiat:Trustees Displace Executives 94\u003c\/p\u003e \u003cp\u003eType III Governance:Trustees and Executives Collaborate 94\u003c\/p\u003e \u003cp\u003eCan Boards Do It? 99\u003c\/p\u003e \u003cp\u003e\u003cb\u003echapter 6 Type III: Generative Governing 101\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eUsing a Type III Mental Map of the Organization 104\u003c\/p\u003e \u003cp\u003eRecognizing Generative Landmarks 107\u003c\/p\u003e \u003cp\u003eGenerative Landmarks 107\u003c\/p\u003e \u003cp\u003eEmbedded Issues 108\u003c\/p\u003e \u003cp\u003eSpotting “Triple Helix” Situations 109\u003c\/p\u003e \u003cp\u003eWorking at the Boundary 111\u003c\/p\u003e \u003cp\u003eWorking at the Internal Boundary 111\u003c\/p\u003e \u003cp\u003eWorking at the External Boundary 115\u003c\/p\u003e \u003cp\u003eLooking Back:The Future in the Rear-View Mirror 116\u003c\/p\u003e \u003cp\u003eDeliberating and Discussing Differently 119\u003c\/p\u003e \u003cp\u003eThe Cardinal Rule: Suspend the Rules 120\u003c\/p\u003e \u003cp\u003ePromoting Robust Dialogue 124\u003c\/p\u003e \u003cp\u003eMind the Mode 130\u003c\/p\u003e \u003cp\u003eThe Payoffs 131\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7 Working Capital That Makes Governance Work 137\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntellectual Capital 142\u003c\/p\u003e \u003cp\u003eReputational Capital 146\u003c\/p\u003e \u003cp\u003ePolitical Capital 150\u003c\/p\u003e \u003cp\u003eSocial Capital 155\u003c\/p\u003e \u003cp\u003eCapitalizing on Trustees 161\u003c\/p\u003e \u003cp\u003e\u003cb\u003echapter 8 Where to Next? 163\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIs the Game Worth the Candle? 163\u003c\/p\u003e \u003cp\u003eDiagnostics 167\u003c\/p\u003e \u003cp\u003e“Attractive Nuisances” 174\u003c\/p\u003e \u003cp\u003eA New Covenant 179\u003c\/p\u003e \u003cp\u003eComing Full Circle 181\u003c\/p\u003e \u003cp\u003ereferences 183\u003c\/p\u003e \u003cp\u003eindex 189\u003c\/p\u003e \"Governance as Leadership remains necessary reading for its intended audience as well as for the academic audience at large.\" (\u003ci\u003eThe Journal of Higher Education\u003c\/i\u003e; Nov\/Dec 2007)  \u003cp\u003e\u003cb\u003eRICHARD P. CHAIT\u003c\/b\u003e 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’s “outstanding teachers.” \u003c\/p\u003e\u003cp\u003e\u003cb\u003eWILLIAM P. RYAN \u003c\/b\u003eis 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. \u003c\/p\u003e\u003cp\u003e\u003cb\u003eBARBARA E. TAYLOR\u003c\/b\u003e 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.   \u003c\/p\u003e\u003cp\u003e\u003ci\u003eGovernance as Leadership \u003c\/i\u003eoffers trustees and executives a new and practical framework to govern nonprofit organizations more effectively. The book provides ideas, tactics, and examples that enrich the work of trustees and enhance a board’s value to the organization it governs. \u003c\/p\u003e\u003cp\u003eThe authors reframe the purpose and practice of nonprofit governance by drawing on theories that have reshaped the concept and practice of leadership. In contrast to conventional advice that unwittingly urges trustees to think and govern like managers, the authors’ new approach invites boards to think and govern like leaders. \u003c\/p\u003e\u003cp\u003e\u003ci\u003eGovernance as Leadership \u003c\/i\u003edescribes three modes of governance—fiduciary, strategic, and generative—that together enable effective trusteeship. While the first two are more familiar to most boards, trustees often overlook opportunities to be a source of leadership as well as a source of advice, expertise, and fundraising. Most important, the book explains the power and payoff to organizations and boards when trustees govern in the \u003ci\u003egenerative\u003c\/i\u003e mode—the most neglected yet most consequential type of work a board can do. \u003c\/p\u003e\u003cp\u003eWhen trustees gain proficiency in all three modes, the board practices governance as leadership. The trustees discover and do meaningful work, and the organization derives maximum benefit from a previously underutilized resource. \u003c\/p\u003e\u003cp\u003eWritten by noted researchers and consultants, \u003ci\u003eGovernance as Leadership \u003c\/i\u003eintroduces a fresh way to think about governance with sensible guidance to turn these ideas into concrete actions. It will be particularly valuable to trustees and senior staff of professionally managed nonprofit organizations, as well as many others, including foundation officers, donors, consultants, and students of nonprofit organizations who are interested in improving nonprofit governance.\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47989304819941,"sku":"NP9780471684206","price":85.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780471684206.jpg?v=1761783595","url":"https:\/\/k12savings.com\/es\/products\/governance-as-leadership-isbn-9780471684206","provider":"K12savings","version":"1.0","type":"link"}