Strategic Leadership and Management in Nonprofit Organizations: Theory and Practice (2nd edition)

ISBN : 9780190097844

Martha Golensky; Mark Hager
392 ページ
156 x 235 mm

Nonprofit organizations need smart, informed managers. This comprehensive introductory textbook aims to expose students to the range of responsibilities expected from modern nonprofit organizations and their boards, executive management, frontline staff, and community volunteers. Section 1 focuses on the characteristics of a nonprofit organization, with an explanation of the specific attributes of both charitable and member-serving nonprofits. It considers the historical development of the nonprofit sector as a whole and of the human services subsector in particular, culminating with a review of the political and economic climate in which nonprofits operate. Section 2 considers theories of leadership. The multiple roles of the nonprofit professional leader are delineated, to recognize that the same person may serve as manager and administrator, motivated by different priorities when functioning in each capacity. Ethical issues are also considered, along with the theoretical and practical aspects of decision-making, and the relationship between organizational culture and organizational change. Sections 3 and 4 address the specific skills of the nonprofit leader involved in securing material resources and managing human resources, respectively. The book concludes with a focus on the role of volunteers and the need for organizations to provide them good experiences if they want volunteers to keep coming back.
Featuring an extended case study, this book is a useful guide for students and professionals new to the workplace on topics such as successfully managing change, strengthening programs, nurturing a dynamic board of directors, diversifying revenues, and building a strong, committed staff and volunteer corps.




Section 1: Understanding the Nonprofit Sector

Chapter 1: Definition of a Nonprofit Organization

Chapter 2: Historical Moments in the U.S. Nonprofit Sector

Chapter 3: Political and Economic Considerations

Section 2: Leading in Turbulent Times

Chapter 4: The Nature of Leadership

Chapter 5: The Practice of Leadership

Chapter 6: Decision-Making

Chapter 7: Organizational Change

Section 3: Securing Material Resources

Chapter 8: Strategic Planning

Chapter 9: Program Development

Chapter 10: Resource Generation

Chapter 11: Financial Performance Indicators

Chapter 12: Technology and Communication

Section 4: Maximizing Human Resources

Chapter 13: Leadership by Example

Chapter 14: Human Resources Management

Chapter 15: The Nonprofit Governing Board

Chapter 16: Volunteer Administration



Martha Golensky is Professor Emerita of Social Work at Grand Valley State University in Michigan. In a career spanning thirty years, she has worked in nonprofit organizations at the local, state, and national levels. She was executive director of Pathways for Youth in New York City, executive director of the Connecticut Trails Council of Girl Scouts, president/CEO of the Center for Nonprofit Corporations in New Jersey, and national director of the capital campaign of the United Negro College Fund. Mark A. Hager is Associate Professor of Nonprofit Leadership and Management at Arizona State University. He serves as Editor-in-Chief of Nonprofit Management & Leadership and the director of the master's degree in Nonprofit Leadership and Management at Arizona State.