1 / 24

Yvonne D. Harrison, PhD July 27 th , 2012

Harnessing The Potential Of Nonprofit Leadership: Meeting Expectations And Achieving High Levels Of Performance. Yvonne D. Harrison, PhD July 27 th , 2012. Session Topic and Purpose.

aria
Télécharger la présentation

Yvonne D. Harrison, PhD July 27 th , 2012

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Harnessing The Potential Of Nonprofit Leadership: Meeting Expectations And Achieving High Levels Of Performance Yvonne D. Harrison, PhD July 27th, 2012

  2. Session Topic and Purpose • Expectations for nonprofit leadership are very high. Expectations extend beyond the CEO to the board, the board chair, and all those who serve as leadership volunteers. • This session will explore nonprofit leadership in the governance context, what is nonprofit leadership and how it differs from for-profit, nonprofit leadership competencies, and how to help nonprofit leaders meet expectations and achieve greater levels of performance.

  3. Session Overview • What is leadership? • Org, nonprofit/for-profit, and governance • What do effective nonprofit leaders do? • Leadership competencies • Why are some leaders more effective than others? • How can nonprofit leadership be managed? • Competing Values Approach

  4. Warm-Up • True or False • Once a leader always a leader. • Great leaders can lead in any situation. • The secret to being a great leader lies in possessing a lot of personal charisma • If you want to succeed as a leader, “speak softly and carry a big stick”

  5. Emerging Area of Leadership • http://www.ted.com/talks/lang/en/derek_sivers_how_to_start_a_movement.html

  6. What is leadership? • “Leadership is the process (act) of influencing the activities of an organized group in its efforts towards goal setting and its goal. • There must be a group with a common task or objective, and at least one member must have responsibilities that are different from the other members. • If all members perform the same role there is no leadership” (Stogdill, 1997, p. 114-115).

  7. How is nonprofit leadership different from for-profit? Not for Profit • CEO and Chair are different people • Shared leadership • Paid Executive and Unpaid Directors • Focused on top line • Inputs less predictable • Less certainty and control organizationally For Profit • CEO and Chair can be the same person • Hierarchical leadership • Paid Chief Executive and Directors • Focused on bottom line • Inputs more predictable • More certainty and control organizationally

  8. What about leadership in the context of governing? • Different types of governance interactions and theories of leadership: • Interference Interactions • Informal and collaborative (fluid, dynamicinteractions to solve problems) • Leader more influential than interaction (entity perspective) • Interplay Interactions • Horizontal and collective (balance, equity, loyalty to mobilize people) • Leaders establish a connection, provide incentives for rewards (process perspective) • Interventionist Interactions • Formalized and hierarchical (skill of leader in shaping dynamics and complexity to advantage within system) • Leaders create opportunities to cope with complexity, use for advantage to influence (political perspective) (Kooiman, 2003) • Follower perceptions are shaped in governing interactions

  9. What do effective nonprofit leaders do? Leadership Competencies in the Governance Context

  10. Effective Chief Executives • Facilitate Interaction in Board Relationships; • Show consideration and respect toward board members; • Envision change and innovation for the organization with the board; • Provide useful and helpful information for the board; and • Promote board accomplishments and productivity. Herman and Heimovics, 1991; 2005

  11. Effective Boards • Actively works to achieve role clarity (e.g. job descriptions) • Ensures all members are oriented and trained for their role (orientation, retreats, workshops etc); • Seeks to build team and motivates all members to work toward team goals (e.g. team-trust building etc.); • Emphasizes full and clear communication on issues brought to the board (e.g. general and specific issues); and • Focuses on performanceby asking tough questions and using evidence to support decisions (e.g. being strategic, organizing around what matters etc.) Axelrod, 2005

  12. Effective Board Chairs • Do not distract boards from their goals • Create a safe climate where issues can be discussed • Look for and acknowledge the contributions others make to the board and organization • Confront and resolve inadequate performance in a respectful way; • Are open to new ideas and information; • Are fair and impartial; • Provide the right amount of autonomy and independence for the board and CEO • Make people feel like a valuable member of the team Harrison and Murray, 2012

  13. Effective Board Members(Leadership Volunteers) • Motivated to Serve (e.g. Recruited for the right reasons, empowered for the service of mission/others) • Create, Share Vision, and Align Strategically (e.g. Is informed, considers best practices, contributes to the development of and commitment to a shared vision that provides meaning and direction) • Develop Effective Relationships (e.g. Nurtures a healthy organization and work environment, is socially aware and maintains effective relationships) • Create Value (e.g. open to innovation, creativity, and change; translates theories into action; is responsive and accountable) National Learning Initiative, 2003

  14. Why are some leaders more effective in their role than others? • Leaders lack competency for the role • Right competency but they exert too little or too much influence in the role • Leaders lack experience of leadership in nonprofit governance context • Leaders lack information and support • Leaders don’t know they are ineffective • Lack of performance evaluation and development

  15. How can nonprofit leadership be managed for higher performance? • Implement system of performance feedback • Performance assessment in context of governance is complex • Diversity of leaders, leadership roles, and interactions • Different leaders contribute effectiveness in different dimensions of governance and organizational effectiveness • No one leader/actor contributes all that is required for effective nonprofit governance • Method of aggregating the value of nonprofit leadership contributions

  16. Competing Values Approach Flexibility External Internal Control Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition

  17. LEADERSHIP EFFECTIVENESS F I E C Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition

  18. ASSESSMENT OF NONPROFIT LEADER ROLES AND COMPETENCY DIMENSIONS Adapted from Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition

  19. ASSESSMENT OF NONPROFIT LEADER EFFECTIVENESS COLLABORATE NEGATIVE CREATE Unrealistic, Impractical, Wastes energy Chaos Soft hearted, Permissive, Abdicates authority POSITIVE Creative, Clever, Envisions change Caring, Sympathetic, Shows consideration Opportunistic, Overly aspiring, Disrupts continuity Overly democratic, Too participative, Slows production Process oriented, Facilitates interaction Politically astute, Acquires resources NEGATIVE Unaware Unskilled Unpolished ApathyIndifference BelligerenceHostility Technical expert,Well prepared, Collects information CONTROL Task oriented, Initiates action COMPETE Unimaginative, Tedious, Neglects possibilities Overachieving,Individualistic,Destroys cohesion Dependable, Reliable, Maintains structure Decisive, Directive, Provides structure POSITIVE Skeptical, Cynical, Stifles progress Unreceptive, Unfeeling,Offends individuals Rigidity Adapted from Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition NEGATIVE

  20. COMPETENCIES TO MANAGE LEADERSHIP Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition

  21. BEST PRACTICES TO DEVELOP THEM Adapted from Rohrbaugh, J. (2010).

  22. Summary • Be clear on leadership roles, role relationships and competencies. • Recruit and select the best leaders for the role. • Develop them and assess their effectiveness. • Recognize leadership strengths and contributions. • Link assessment results to development efforts. • Choose strategies that reduce the challenges. • Manage leadership to achieve and grow. • Recognize leadership is one influence of many.

  23. Influence of Leadership at the Governance Level Structures & Processes InfluencesGovernance Process Effectiveness • Fiduciary • Planning • Performance • Assessment • Fundraising Meetings Organization Effectiveness Governance Effectiveness Composition and Development Culture Leadership WHY WHO and HOW WHAT

  24. Thank-You Questions

More Related