Leadership
1.
Five
Practices of Effective Leaders
2.
Resources
for Non-Profit Leadership
3.
Servant
Leadership
4.
Management
5.
Management
Resources and References
Leadership is the foundation of any successful organization. It doesn’t
matter what industry, field or vocation you look at, an organization cannot be
successful without effective leadership. People once believed that a truly
great leader couldn’t be made, it was somehow engrained in their personal
makeup. Today’s conventional wisdom is that becoming a true leader can be learned
and developed with experience.
Five Practices
of Effective Leaders
James Kouzes and Barry Posner, authors of "The Leadership
Challenge" write that there are five practices that leaders should possess
to be effective.
First, leaders Model the Way. Exemplary
Leaders know that if they want to gain commitment and achieve the highest
standards, they must be models of the behavior they expect of others.
Second, leaders Inspire a Shared Vision
with their employees and colleagues. Their belief in and enthusiasm for the
vision are the sparks that ignited the flame of inspiration.
Third, leaders Challenge the Process.
They venture outside of the box to lead and except challenge.
Fourth, leaders Enable Others to Act
by fostering collaboration and building trust. When a leader makes people feel
strong and capable, as if they can do more than they ever thought possible,
they'll give it their all and exceed their own expectations.
Finally, leaders Encourage the Heart.
When striving to raise quality, recover from disaster, start up a new service,
or make dramatic change of any kind, leaders make sure people see the benefit
of behavior that's aligned with cherished values.
Resources
for Non-Profit Leadership:
Blueprint for Success:
A Guide to Strategic Planning for Nonprofit Board Members (Video 25 minutes)
Published by the National Center for Nonprofit Boards - 1997.
Web site:
http://www.boardsource.org/
The Nonprofit Board's Guide to Finding and Hiring the Chief Executive:
Improving the effectiveness of nonprofit organizations by strengthening their
governing boards Published by the National Center for Nonprofit Boards.
-
Board Member: Crisis or Opportunity - Executive Leadership Transitions
-
Board Member: The Nonprofit
Board's Guide to Chief Executive Compensation
-
Partnering with Your Chief
Executive - Published & Distributed by the Center for Board &
Leadership Development and Sponsored by Mennonite Health Services &
the Association of Brethren Caregivers
-
Ten Basic Responsibilities of
Nonprofit Boards
-
Hiring the Chief Executive: A
Practical Guide to the Search and Selection Process
-
Board Member: The Nonprofit
Board's Guide to Chief Executive Compensation
-
Misc. Papers
Web site:
http://www.boardsource.org/
The Nonprofit Board's Guide to Bylaws:
Creating a Framework for
Effective Governance By Kim Arthur Zeitlin and Susan E. Dorn Published by the National Center for Nonprofit Boards 1996.
Web site:
http://www.boardsource.org/
The Wilder Nonprofit Field Guide To Conducting Successful Focus Groups:
Web site:
http://www.wilder.org/
Strategic Planning Workbook for Nonprofit Organizations: By Bryan W.
Barry This workbook was developed by the Services to Organizations' Community
Services Group (formerly Management Support Services), a program of the Amherst
H. Wilder Foundation in Saint Paul, Minnesota - 1986.
Web
site:
http://www.wilder.org/
Sarbanes-Oxley:
Free white paper on implications of the
Sarbanes-Oxley Act for Nonprofits. Co-produced by Board Source and the
Independent Sector.
Web site:
http://www.boardsource.org/
The Volunteer Leader: Essays on the Role of Trustees of Nonprofit
Facilities and Services for the Aging. Edited by Deborah A. Cloud Published by
AAHSA - 1985.
Web site:
http://www.aahsa.org
Speaking of Money: A Guide to Fund Raising for Nonprofit Board Members:
Web site:
http://www.boardsource.org/
Understanding Nonprofit Financial Statements: A Primer For Board Member:
By John Paul Dalsimer. Published by the National Center For Nonprofit Boards,
Governance Series Booklet - 1991.
Web site:
http://www.boardsource.org/
Top
Servant Leadership
Robert Greenleaf, a retired AT&T executive, proposed that service ought
to be the distinguishing characteristic of leadership. Not only would it create
better, stronger companies but business leaders themselves would find greater
joy in their lives if they raised the servant aspect of their leadership and
built more serving institutions. Greenleaf was the first to analyze the
qualities of leaders and followers-and the necessity for leaders to be
attentive to the needs of others. In this respect the leader becomes a
follower. Such a leader, said Greenleaf, constantly inquires whether “other
people’s highest priority needs are being served. Do those served grow as a
person? Do they, while being served, become healthier, wiser, freer, more
autonomous, more likely themselves to become servants?
To read more about this concept, R. Greenleaf. "Servant
Leadership", Robert Greenleaf Center, 2002.
www.greenleaf.org
Top
Management
Article entitled: “Is Yours a Learning
Organization? By D. Garvin et al. Harvard Business Review. March, 2008.
109-116.
NEW!
A Learning organization is a place where employees
excel at creating, acquiring, and transferring knowledge. There are three
building blocks of such institutions: (1) a supportive learning environment,
(2) concrete learning processes and practices, and (3) leadership behavior that
reinforces learning. You can access an online assessment tool to gauge your
organizations degree of learning. You might want to check this out
at
the
Harvard Business School Resource Center or for
the interactive tool.
Top
Good to Great
Concepts
From: Good to Great. J. Collins. Harper Business,
NY., 2001.
NEW! Over the course of 5 years, Jim Collins and his
research team studied the companies that have repeatedly exceeded stock growth
expectations as compared to other like companies. From his studies, his group
found the following characteristics of those companies that made the leap from
Good to Great. Criteria for selection included: Total stock return of at least
3 times the general market for the period from the point of transition through
15 years.; the pattern must be a company shift not an industry event; at the
transition, the company must have been an established, ongoing company, not a
start up; the transition point had to occur before 1985 so there would be
enough data to analyze; whatever the year of transition, the company still had
to be a significant, ongoing, stand alone company at the time of selection in
to the next stage of the research The original study started with 1,435 companies
selected from the Fortune 500 list, 1965-1995. From this pot, only eleven
companies made the cut to good from great set. The key characteristics of these
companies are as follows:
# 1: Level 5 leadership. Self
effacing, quiet, reserved, even shy-Personal humility and professional will.
#2: First who and then
what.
Getting the right people on the bus. • Change seats • If
necessary, get the wrong people off. •
If you have to motivate people or micro-manage people, you have the wrong
people on the bus. • It’s who you pay,
not what you pay. • When in doubt, don’t
hire-keep looking. • When you know you
need to make a people change, ACT! • Put
your best people on your biggest opportunities, not your biggest problems.
# 3: Confront the brutal
facts (yet never loss faith): Stockade Paradox:
Unwavering faith that you can and will prevail in the end
regardless of the difficulties AND at the same time, have the discipline
to confront the most brutal facts of your current reality, whatever that
might be. • Lead with questions, not answers. • Engage in dialogue
and debate, not coercion. • Conduct autopsies without blame • Build “red flag”
mechanisms
# 4: The hedgehog concept
(simplicity within the 3 circles).
Circle 1: What you can be the best
in the world at
Circle 2: What drives your economic engine. Single
denominator
Circle 3: What you are deeply
passionate about
Use of councils, groups of the right people who participate
in dialogue and debate guided by the 3 circles, for vital issues and decisions
facing the organization. Use councils to help build the hedgehog concept.
# 5: A culture of discipline.
When you have disciplined people you don’t need hierarchies.
When you have disciplined thought you don’t need bureaucracy. When you have
disciplined action, you don’t need excessive controls. When you combine a
culture of discipline with an ethic of entrepreneurship, you get the magical
alchemy of great performance. Culture sets the frame for the people to paint
the picture.
# 6: Technology accelerators:
Pioneer
in the application of carefully selected technologies.
#7: The flywheel and the doom loop.
Good to Great has no dramatic point of change. •
Process resembled relentlessly pushing a giant heavy flywheel in one direction,
turn upon turn, building momentum until a point of breakthrough occurs and then
beyond.
# 8: Good to great =o built
to last.
Web site:
www.jimcollins.com
Top
Management Resources
and References
- J. Stack. The Great Game of Business.
Currency Doubleday., NY., 1992.
- J. Stack. A Stake in the Outcome.
Currency, NY, 2002.
- K. Blanchard et al. Empowerment Takes
More Than a Minute Berrett-Koehler Publishers, CA., 1996.
- R. Semler. Maverick. Warner Books,
NY., 1993.
- B. Capodagli et al. The Disney Way.
McGraw Hill, NY., 1999.
- P. Scholtes. The Leader’s Handbook.
McGraw Hill, NY., 1998.
- D. Baum. Lighting in a Bottle.
Dearborn Pub., IL., 2000.
- M. Buckingham et al. First, Break All the
Rules., Simon and Schuster., NY., 1999.
- M. Buckingham et al. Now, Find Your
Strengths. Simon and Schuster, NY., 2001.
- R. Kaplan et al. The Balanced Score
Card. Harvard Business School Press, MA., 1996.
- R. Kaplan et al. The Strategy Focused
Organization. Harvard Business School Press, MA., 2001.
- B. Capodagli et al. The Disney Way Field
Book. McGraw Hill, NY., 2001.
- P. Senge. The Fifth Discipline
: The Art & Practice of the Learning Organization.
Doubleday Currency, New York, NY, 1994.
- J. Case. Open Book Management.
Harper Business, New York, NY, 1995.
- M. Vance & D. Deacon. Think Out
of the Box. Career Press, Inc., Franklin Lakes, NJ, 1995.
- M. Vance & D. Deacon. Break Out
of the Box. Career Press, Inc., Franklin Lakes, NJ, 1995.
- M. Vance et al. Raise the Bar. Career
Press Inc., NJ., 1999.
- J. Holt Jr. & J. Stamel. Celebrate
Your Mistakes. Irwin Professional Publishing, New York, NY,
1996.
- S. Johnson. Who Moved My Cheese? GP
Putnam’s, NY., 1998.
- Michaels et al. The War for Talent.
Harvard Business School Press, MA., 2001.
- B. Becker et al. The HR Scorecard.
Harvard Business School Press, MA., 2001.
- C. Coffman et al. Follow This Path.
Warner Books, NY., 2002.
- J. Loer et al. The Power of Full
Engagement. Free Press, NY. 2003.
- S. Lundin et al. Fish. Hyperion, NY,
2003.
- J. Gitomer. Customer Satisfaction is Worthless.
Customer Loyalty is Priceless. Bard Press, TX. 2003.
- E. Chapman. Radical Loving Care.
Baptist Healing Hospital Trust. Nashville, TN, 2005.
- J Kouzes et al. Leadership Challenge.
3rd edition. Jossey Bass, San Francisco, CA, 2003.
- J Kouzes et al. Leadership Challenge
Workbook. Jossey Bass, CA, 2003.
-
J. Kotter. What Leaders
Really Do. Harvard Business School, 1999.
-
J. Pfeffer et al The
Knowing-Doing Gap. Harvard Business School Press, MA, 2000.
NEW!
-
P. Lencioni. Death by
Meetings. Jossey Bass, CA. 2004.
NEW!
-
E. Andersen. Growing Great
Employees. Penguin Group, NY, 2006.
NEW!
-
F. Lee. If Disney Ran Your
Hospital. Second River Healthcare Press, MT, 2004.
NEW!
-
A.Stubblefield. The Baptist
Health Care Journey to Excellence. John Wiley and Sons, NY, 2005.
NEW!
