The Practitioner's Guide to Governance As Leadership : Building High-Performing Nonprofit Boards.
Cathy A. Trower
Bok Engelsk 2012 · Electronic books.
| Omfang | 1 online resource (272 pages)
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| Utgave | 1st ed.
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| Opplysninger | Cover -- Title Page -- Copyright Page -- Contents -- List of Exhibits, Figures, and Tables -- Exhibits -- Tables -- Foreword -- Preface -- Who Should Read this Book -- Structure of the Book -- Chapter 1: The Governance as Leadership Model -- Premises -- Underlying Assumptions -- Governance Reform -- The Three Modes or Mental Maps -- Type I: Fiduciary -- Type II: Strategic -- Type III: Generative -- Why Three Modes? -- Why Boards Need a Type III Mental Map -- Spotting Generative Opportunities -- The Three Types of Governance Summarized -- Chapter One Highlights -- Chapter 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 -- Reluctance to Change -- Fear of Change -- Vulnerability and Fear of the Unknown -- CEO and Board Ambivalence -- Navel-Gazing -- Moving to Higher Purpose and Optimizing Performance: Getting Started -- Survey Members About Board Service and Board Effectiveness -- Build Support -- Calculate the Cost of the Status Quo -- Consider Whether to Apply the Three Modes Sequentially or Simultaneously -- Moving to Higher Purpose and Optimizing Performance: Getting Traction -- Discuss and Define Generative Thinking -- Practice Thinking in Three Modes -- Apply Trimodal Thinking to Committee Work -- Discuss How the Board Is Doing -- Chapter Two Highlights -- Chapter 3: Encouraging Critical Thinking in the Boardroom -- Critical Thinking and Metacognition -- Getting on the Balcony -- Ways of Thinking -- Hedgehogs and Foxes -- Boardroom Lions and Humble Hounds -- More Hedgehogs/Lions Than Foxes/Humble Hounds -- Impediments to Critical Thinking -- Being Wrong -- Being Certain -- Diagnosis Momentum -- Loss Aversion -- Delusions of Rationality.. - How Governance as Leadership Helps -- Cognitive Biases and Board Workarounds -- Anchoring, Arbitrary Coherence, and Ordering -- The Anchoring Cognitive Bias Applied to Boards -- Framing and Loss Aversion -- The Framing and Loss Aversion Biases Applied to Boards -- Confirmation Bias and Cognitive Conservatism -- The Confirmation Bias and Cognitive Conservatism Applied to Boards -- False Consensus Bias -- The False Consensus Bias Applied to Boards -- Approaches to Dealing with False Consensus Bias -- Bounded Awareness -- Overcoming Bounded Group Awareness -- Social Loafing -- Groupthink -- The Abilene Paradox -- Social Conformity -- Cascades (Social, Informational, and Reputational) and Group Polarization (Risky Shift) -- Avoiding Groupthink and Its Close Cousins -- Resist the Urge to Suppress Debate -- Engage in Dialogue and Discussion -- Learn -- Chapter Three Highlights -- Chapter 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 -- Board Composition -- Shared Sense of Compelling Purpose -- Values and Behavioral Norms -- New Board Member Orientation -- Accountability -- Skilled Team Leadership -- Chair Selection Process and Succession Planning -- Elevate the Importance of Governance -- Chapter Four Highlights -- Chapter 5: Creating a Governance-as-Leadership Culture -- Culture -- Artifacts -- Espoused Values -- Underlying Assumptions -- Three Toxic Cultures -- Culture of Maybe -- Culture of No -- Culture of Yes -- Culture Change -- Culture Conducive to Governance as Leadership -- Collective Discerning, Learning, and Sensemaking -- Board-Management Collaboration -- Diligence Through Productive Engagement -- Environment and Evidence -- Tools to Support a "Governance as Leadership- Friendly" Culture -- Agendas.. - Meeting Evaluation -- Committee Evaluation -- Executive Committees -- Dashboards -- Chapter Five Highlights -- Chapter 6: What Governance as Leadership Requires of Leaders -- Leadership -- 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 -- Chapter Six Highlights -- Chapter 7: Measuring and Sustaining Governance as Leadership -- Measuring Board Performance -- Interviews -- Outsider Observation and Feedback -- Reflective Practice -- Board Self-Assessment Surveys -- Governance Dashboard -- Sustaining Governance as Leadership -- Why a Coach? -- Why a Governance Coach? -- Chapter Seven Highlights -- Epilogue -- References -- Acknowledgments -- The Author -- Boardsource -- Index -- EULA.. - 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.
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| Emner | |
| Sjanger | |
| Dewey | |
| ISBN | 9781118224236
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| ISBN(galt) |
