Leadership, Nonprofit Organizations & Charities, Specialty Boutique 

Governance as Leadership redefines nonprofit governance and prepares readers to govern more effectively in light of an expanded concept of governing. This book proposes to use generative governance as a complement to other governing strategies and develops strategies and tactics for practicing this new type of governance.  

Table of Contents:
Preface.
Chapter 1. First Principles.
Principle 1: Nonprofit Managers Have Become Leaders.
Principle 2: Trustees Are Acting More Like Managers.
Principle 3: There Are Three Modes of Governance, All Created Equal.
Principle 4: Three Mode Are Better Than Two or One.
Chapter 2. Problem Boards or Board Problems?
Problems or Performance.
From Problems of Performance to Problems of Purpose.
Some Official Work is Highly Episodic.
Some Official Work is Intrinsically Unsatisfying.
Some Important Unofficial Work is Undemanding.
Some Unofficial Work is Rewarding But Discouraged.
The Challenge of Reform.
Chapter 3. Type I Governing: Fiduciary.
Type I Governing.
The Type I Mental map.
The Type I Board.
Assessing the Problems.
Conclusion.
Chapter 4. Type II Governing: Strategic.
Nonprofits Enter the Marketplace.
Boards and Formal Strategy: A Type I Approach to Type II Work.
Strategic Disillusionment.
Strategic Thinking: Beyond a Type I Mindset.
Governing in Type II Mode.
The Evolution of Strategic Governance.
Processes and Structures for Type II Governing.
Implementing Strategy.
Why Not Just Types I and II?
Chapter 5. Type II Governance: Generative Thinking.
The Power of Generative Thinking in Organizations.
Inside the Black Box of Generative Thinking.
Toward Generative Governing.
Leadership As Governance.
Governance By Default.
Governance By Fiat.
Governance As Leadership.
Can Boards Do It?
Chapter 6. Type III: Generative Governing.
Using a Type III Mental Map of the Organization.
Recognizing Generative Landmarks.
Generative Landmarks.
Embedded Issues.
Spotting "Triple'Helix" Situations.
Working at the Boundary.
Working at the Internal Boundary.
Working at the External Boundary.
Looking Back: The Future in the Rear-View Mirror.
Deliberating and Discussing Differently.
The Cardinal Rule: Suspend the Rules.
Promoting Robust Dialog.
Mind the Mode.
The Payoffs.
Chapter 7. Trustees as Working capital.
Intellectual Capital.
Reputational Capital.
Political Capital.
Social Capital.
Capitalizing on Trustees.
Chapter 8. Where to Next?
Is the Game Worth the Candle?
Diagnostics.
"Attractive Nuisances".
A New Covenant.
Coming Full Circle.
References.
Index.