Governance as Leadership E-Book

Richard P. Chait

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 248

Veröffentlichungsjahr: 2011

Beschreibung

A new framework for helping nonprofit organizations maximize the effectiveness of their boards. Written by noted consultants and researchers attuned to the needs of practitioners, Governance as Leadership redefines nonprofit governance. It provides a powerful framework for a new covenant between trustees and executives: more macrogovernance in exchange for less micromanagement. 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. Governance as Leadership 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.

Leseprobe

Table of Contents

Title Page

Copyright Page

Dedication

About BoardSource

About the Authors

RICHARD P. CHAIT

WILLIAM P. RYAN

BARBARA E. TAYLOR

Preface

ONE RIVER, NOT TWO STREAMS

TARGET AUDIENCES

STRUCTURE OF THE BOOK

Acknowledgments

CHAPTER 1 - First Principles

PRINCIPLE ONE: NONPROFIT MANAGERS HAVE BECOME LEADERS

PRINCIPLE TWO: TRUSTEES ARE ACTING MORE LIKE MANAGERS

PRINCIPLE THREE: THERE ARE THREE MODES OF GOVERNANCE, ALL CREATED EQUAL

PRINCIPLE FOUR: THREE MODES ARE BETTER THAN TWO OR ONE

CHAPTER 2 - Problem Boards or Board Problems?

PROBLEMS OF PERFORMANCE

FROM PROBLEMS OF PERFORMANCE TO PROBLEMS OF PURPOSE

THE CHALLENGE OF REFORM

CHAPTER 3 - Type I Governing: Fiduciary

TYPE I GOVERNING

THE TYPE I MENTAL MAP

THE TYPE I BOARD

ASSESSING THE PROBLEMS

CONCLUSION

CHAPTER 4 - Type II Governing: Strategic

NONPROFITS ENTER THE MARKETPLACE

BOARDS AND FORMAL STRATEGY: A TYPE I APPROACH TO TYPE II WORK

STRATEGIC DISILLUSIONMENT

STRATEGIC THINKING: BEYOND A TYPE I MINDSET

GOVERNING IN TYPE II MODE

THE EVOLUTION OF STRATEGIC GOVERNANCE

PROCESSES AND STRUCTURES FOR TYPE II GOVERNING

IMPLEMENTING STRATEGY

WHY NOT JUST TYPES I AND II?

CHAPTER 5 - Type III: Generative Thinking

THE POWER OF GENERATIVE THINKING IN ORGANIZATIONS

INSIDE THE BLACK BOX OF GENERATIVE THINKING

TOWARD GENERATIVE GOVERNING

CAN BOARDS DO IT?

CHAPTER 6 - Type III: Generative Governing

USING A TYPE III MENTAL MAP OF THE ORGANIZATION

RECOGNIZING GENERATIVE LANDMARKS

WORKING AT THE BOUNDARY

LOOKING BACK: THE FUTURE IN THE REARVIEW MIRROR

DELIBERATING AND DISCUSSING DIFFERENTLY

MIND THE MODE

THE PAYOFFS

CHAPTER 7 - Working Capital That Makes Governance Work

INTELLECTUAL CAPITAL

REPUTATIONAL CAPITAL

POLITICAL CAPITAL

SOCIAL CAPITAL

CAPITALIZING ON TRUSTEES

CHAPTER 8 - Where to Next?

IS THE GAME WORTH THE CANDLE?

DIAGNOSTICS

“ATTRACTIVE NUISANCES”

A NEW COVENANT

COMING FULL CIRCLE

References

Index

This book is printed on acid-free paper.

Copyright © 2005 by BoardSource, Inc. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey. Published simultaneously in Canada.

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Library of Congress Cataloging-in-Publication Data:

ISBN 0-471-68420-1

We collectively dedicate this book to the memory of Judith O’Connor.

In addition, we offer these personal expressions of gratitude:

In memory of Henry W. Sherrill, my governance guru.

Richard Chait

To Sue, Nick, and Peter, for governance respite.

William Ryan

Always for David.

Barbara Taylor

About BoardSource

BoardSource is the premier resource for practical information, new ideas, and leadership development for board members of nonprofit organizations worldwide. Through highly acclaimed programs and services, BoardSource enables nonprofit organizations to fulfill their missions by helping build strong and effective boards. As the world’s largest, most comprehensive publisher of materials on nonprofit governance, BoardSource offers a wide selection of books, videotapes, CDs, and online tools. BoardSource also hosts a biennial Leadership Forum, bringing together governance experts, board members, and chief executives of nonprofit organizations from around the world. In addition to workshops, training, and our extensive Web site, BoardSource governance consultants work directly with nonprofit leaders to design specialized solutions for organizations of all sizes working in diverse communities around the world. For more information, please visit www.boardsource.org, e-mail [email protected], or call [phone].

About the Authors

RICHARD P. CHAIT

Richard Chait, a professor at the Harvard Graduate School of Education, has studied nonprofit governance for more than 20 years. He has coauthored two books on the subject, Improving the Performance of Governing Boards (Oryx Press, 1996) and The Effective Board of Trustees (Oryx Press, 1993), as well as numerous articles including two in the Harvard Business Review, “The New Work of Nonprofit Boards” (September/October, 1996) and “Charting the Territory of Nonprofit Boards” (January/February, 1989). Chait also conducts research on faculty work life and academic leadership, most recently editing a volume on The Questions of Tenure (Harvard University Press, 2002).

Dr. Chait is a member of the Board of Directors of BoardSource and a trustee and member of the executive committee of the governing board of Wheaton College (MA). He was previously a trustee of Goucher College (MD) and Maryville College (TN). Chait has served as a consultant to the boards and executives of more than a hundred nonprofit organizations, particularly in education and the arts. In 2004, he was named one of Harvard University’s “outstanding teachers.”

WILLIAM P. RYAN

Bill Ryan is a consultant to foundations and nonprofit organizations and a research fellow at the Hauser Center for Nonprofit Organizations at Harvard University. His work focuses on nonprofit organizational capacity, primarily among human-service organizations. He has explored how several forces—including nonprofit access to capital, foundation grantmaking practices, competition with for-profit firms, and nonprofit governance—shape the capacity of nonprofits to deliver on their missions. Ryan is author or coauthor of a number of articles on these topics, including “The New Landscape for Nonprofits” and “Virtuous Capital: What Foundations Can Learn from Venture Capitalists” (both in Harvard Business Review), as well as High Performance Nonprofit Organizations (John Wiley & Sons, 1999). Before beginning his consulting practice in 1993, he worked in urban planning for nonprofit and government agencies in New York City.

BARBARA E. TAYLOR

Barbara Taylor is a senior consultant with the Academic Search Consultation Service, a nonprofit executive search firm whose clients include colleges, universities, and education-related nonprofits. Until 1996, Taylor was, for twelve years, director and then vice president for programs and research at the Association of Governing Boards of Universities and Colleges, an organization that serves trustees of higher education institutions.

Dr. Taylor is the author or coauthor of eight books, including Improving the Performance of Governing Boards (Oryx Press, 1996); Strategic Indicators for Higher Education (Peterson’s, 1996); and The Effective Board of Trustees (Oryx Press, 1993). She has also published numerous papers, book chapters, and case studies concerning governance, strategic planning, and institutional financial condition, including the Harvard Business Review articles, “Charting the Territory of Nonprofit Boards” and “The New Work of the Nonprofit Board.” She has consulted with more than 100 nonprofit organizations on issues of governance, board-CEO and board-staff relations, and organizational assessment and planning. Taylor is a trustee emeritus of Wittenberg University.

Preface

Turn back the clock to 1986. One of the authors had an audience with a then education editor of the New York Times as part of a larger effort to kindle media interest in a study this researcher had just launched on college boards of trustees. Less than five minutes into the presentation, the editor interrupted to proclaim, “Governance is a yawner. What else are you working on?”

Today, governance has become a front-page story propelled by a steady flow of articles on acquiescent and negligent corporate boards, and unbridled (and often unethical) CEOs. A composite picture emerges that depicts boards of directors as insular, incestuous, and derelict. Nonprofit boards are under attack as well. Just within the last year, for instance, there have been notorious accounts about self-serving boards of family foundations, a university board that bungled a presidential search at great embarrassment and great cost ($1.8 million to settle with the president-elect), and a prominent independent school board that paid its headmaster a salary most outsiders regarded as indefensibly excessive.