Leadership in Nonprofit Organizations is about exemplary leadership as found in both corporate and nonprofit organizations. The authors take a fresh approach to the study of leadership: they perform research in nonprofits both to understand and appreciate their complexities, and to reachconclusions about the nature of leadership in any context, including for-profit and governmental entities. Moving from nonprofit to for-profit in this way reverses the flow of ideas as represented in the mainstream literature of leadership. The authors' journey leads through case studies of remarkable leaders succeeding in complex situations. The book explores contemporary versions of leadership as embedded in American culture. It develops the concept of good fit between the leader and circumstances in which she or he must lead; it reveals predictable leadership dynamics and cycles; it explains how leaders can increase the readiness for change in their organizations; it describes the felt experience of "flow" when successful leaders are lost in the moment. Although each chapter employs a different lens, the object is the same throughout-leadership as the practice of alignment. The result is a multifaceted view of leadership as a complex system of shifting interrelationships that yields insights useful to students, researchers and leaders themselves. Features and Benefits: Critical review of literature on leadership which encourages diversity in leadership models and approaches. Case studies of nonprofit leadership which affirm public-minded, mission-driven leaders and acknowledge their contributions. Chapters on leadership constructs such as fit, dynamics, readiness and flow which provide useful insights and methods to enable success. Overarching concept of alignment which reframes leadership as an active process where the awareness of and response to the interplay of multiple, relevant factors matters more than charisma, pedigree or power.

How are leaders facing a crisis supposed to handle and overcome an unknowable set of issues? This book demonstrates how effective leaders under pressure work from an understanding of the situation at hand and of their impact on others, and explains how leaders can best apply their internal strengths. Most leaders are steeped in risk management, crisis response tactics, readiness for disaster, continuity-of-operations planning, and logistical and agility capabilities. These preparations are critical but not complete. The reality is that even experienced leaders themselves need guidance when it comes to managing a crisis. This standout book fills that need, drawing on interviews with successful leaders; research findings on trauma, neuroscience, and crisis management; and the authors' own extensive career experiences. The chapters suggest and probe ideas from various angles rather than promoting simplistic formulas or nostrums that are unlikely to apply to all circumstances and present new angles on self-awareness and management under pressure for the practitioner. The book leads off with a description of organizational disaster and crisis leadership-topics of considerable concern as disasters are becoming the "new normal." The authors then explore three critical but very different types of responses by leaders at such a time: recognition and response, care of self and others, and storytelling. A detailed case study of a leader in the midst of Hurricane Katrina-the most expensive natural disaster in U.S. history-provides readers with a real-world practicum for the theories and ideas suggested. Comprehensively addresses a universal and very important concern of leaders: "How will I respond in a crisis?" Identifies clear expectations for leadership performance in the immediate moments after an organizational shock and in the succeeding hours, days, and months Highlights how a leader's skills and willingness to create meaning through story is an essential capability in a crisis Draws from a variety of social science research as well as leadership stories to make key points that may be unexpected and counterintuitive

One of the pioneers of the Total Quality movement, W. Edwards Deming, famously proclaimed, "Drive out fear so that everyone may work more effectively for the company." But after attending a quality conference in the 1990s devoted to Deming's proposition, the authors felt somehow drained; talking about fear seemed to have sucked the life out of the entire audience. They began to wonder if it was a vicious circle; what if focusing on fear, even in an effort to drive it out, actually kept you in fear? What if the conversation were shifted to hope--not to negate or invalidate fear but to bring energy to the more life-enhancing side of the equation? Putting Hope to Work is their response to these questions. Drawing upon their many years of research and management consulting, the authors present a pragmatic approach to identifying, supporting, and sustaining hope and channeling it toward productive ends to create more vibrant, creative, collaborative--and successful--workplaces. Integrating insights from fields as diverse as anthropology, psychology, philosophy, and biology, Hutson and Perry identify the five key principles of hope--possibility, agency, worth, openness, and connection--and demonstrate how they can be developed in any type of organization. Featuring dozens of in-depth examples and personal experiences from a wide variety of organizations, as well as tools for applying hope toward effective leadership, decision making, problem solving, and communication, the authors offer a multi-dimensional approach to leadership that is both inspiring and practical, tapping into a universal desire to produce work that is as meaningful as it is profitable.

Leadership in Nonprofit Organizations is about exemplary leadership as found in both corporate and nonprofit organizations. The authors take a fresh approach to the study of leadership: they perform research in nonprofits both to understand and appreciate their complexities, and to reachconclusions about the nature of leadership in any context, including for-profit and governmental entities. Moving from nonprofit to for-profit in this way reverses the flow of ideas as represented in the mainstream literature of leadership. The authors' journey leads through case studies of remarkable leaders succeeding in complex situations. The book explores contemporary versions of leadership as embedded in American culture. It develops the concept of good fit between the leader and circumstances in which she or he must lead; it reveals predictable leadership dynamics and cycles; it explains how leaders can increase the readiness for change in their organizations; it describes the felt experience of "flow" when successful leaders are lost in the moment. Although each chapter employs a different lens, the object is the same throughout-leadership as the practice of alignment. The result is a multifaceted view of leadership as a complex system of shifting interrelationships that yields insights useful to students, researchers and leaders themselves. Features and Benefits: Critical review of literature on leadership which encourages diversity in leadership models and approaches. Case studies of nonprofit leadership which affirm public-minded, mission-driven leaders and acknowledge their contributions. Chapters on leadership constructs such as fit, dynamics, readiness and flow which provide useful insights and methods to enable success. Overarching concept of alignment which reframes leadership as an active process where the awareness of and response to the interplay of multiple, relevant factors matters more than charisma, pedigree or power.