Date post: | 24-Dec-2015 |
Category: |
Documents |
Upload: | randolf-freeman |
View: | 212 times |
Download: | 0 times |
Harnessing The Potential Of Nonprofit Leadership:
Meeting Expectations And Achieving High Levels Of
Performance
Yvonne D. Harrison, PhD
July 27th, 2012
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.
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
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”
Emerging Area of Leadership
• http://www.ted.com/talks/lang/en/derek_sivers_how_to_start_a_movement.html
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).
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
What about leadership in the context of governing?
• Different types of governance interactions and theories of leadership: – Interference Interactions
• Informal and collaborative (fluid, dynamic interactions 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
What do effective nonprofit leaders do?
Leadership Competencies in the Governance Context
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
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 performance by asking tough questions and using evidence to support decisions (e.g. being strategic, organizing around what matters etc.)
Axelrod, 2005
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
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
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
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
Competing Values Approach
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition 16
Internal External
Control
Flexibility
LEADERSHIP EFFECTIVENESS
HUMAN RELATIONS
COLLABORATE to sustain commitment and effort
LEADERSHIP ROLES: • FACILITATOR• MENTOR
OPEN SYSTEMS
CREATE to produce higher quality goods and services at lower cost
LEADERSHIP ROLES• INNOVATOR• BROKER
INTERNAL PROCESS
CONTROL to increase coordination and control
LEADERSHIP ROLES:• MONITOR• COORDINATOR
RATIONAL GOAL
COMPETE to achieve mission and goals
LEADERSHIP ROLES:• DIRECTOR• PRODUCER
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition
E
C
F
I
ASSESSMENT OF NONPROFIT LEADER ROLES AND COMPETENCY DIMENSIONS
COLLABORATE ROLES: FACILITATOR, MENTOR • CEO • CHAIR• BOARD• BOARD MEMBERS
CREATE ROLES: INNOVATOR, BROKER
• CEO • CHAIR• BOARD• BOARD MEMBERS
CONTROL ROLES: MONITOR, COORDINATOR
• CEO • CHAIR• BOARD• BOARD MEMBERS
COMPETE ROLES: PRODUCER, DIRECTOR
• CEO • CHAIR• BOARD• BOARD MEMBERS • Results (Competency 3-
Adapted from Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition
ASSESSMENT OF NONPROFIT LEADER EFFECTIVENESS
Decisive, Directive, Provides structure
Task oriented, Initiates action
Unaware
Unskilled
Unpolished
Dependable, Reliable, Maintains structure
Technical expert,Well prepared, Collects information
Politically astute, Acquires resources
Creative, Clever, Envisions change
Process oriented, Facilitates interaction
Caring, Sympathetic, Shows consideration
Skeptical, Cynical, Stifles progress
Unimaginative, Tedious, Neglects possibilities
Overly democratic, Too participative, Slows production
Soft hearted, Permissive, Abdicates authority
ApathyIndifference
BelligerenceHostility
Unrealistic, Impractical, Wastes energy
Opportunistic, Overly aspiring, Disrupts continuity
Overachieving,Individualistic,Destroys cohesion
Unreceptive, Unfeeling,Offends individuals
Rig
idit
yC
hao
s
COLLABORATE
CONTROL
CREATE
COMPETE
NEGATIVE
POSITIVE
NEGATIVE
Adapted from Quinn et al., (2011). Becoming a Master Manager: A Competing
Values Approach, 5th edition
POSITIVE
NEGATIVE
COMPETENCIES TO MANAGE LEADERSHIP
COLLABORATE
• Understanding Self and Others • Communicating Honestly and
Effectively• Mentoring and Developing Others• Managing Groups and Leading• Managing and Creating Creative
Conflict
CREATE
• Fueling and Fostering Innovation Implementing/Sustaining Change
• Using Power Ethically/ Effectively • Championing and Selling Ideas • Negotiating
Agreement/Commitment
CONTROL
• Organizing Information Flows • Measuring and Monitoring
Performance and Quality• Encouraging and Enabling• Working and Managing Across
Functions• Planning and Coordinating
COMPETE
• Developing and Communicating a Vision
• Setting Goals and Objectives• Designing and Organizing • Motivating Self and Others • Managing Execution and Driving for
Results for Results (Competency 3-
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition
BEST PRACTICES TO DEVELOP THEM
COLLABORATE
• ORIENTATION• SKILL BUILDING• TEAM-BUILDING• CONFLICT MANAGEMENT• PERFORMANCE FEEDBACK
CREATE
• STAKEHOLDER ANALYSES• FORMING ALLIANCES• DISCUSSION, CREATIVITY
EXERCISES• IDEA GENERATION• BARGAINING, NEGOTIATING
CONTROL
• DEVELOPING INFORMATION RESOURCES
• MANAGING MEETINGS RECORDS
• PROCESS FLOW DIAGRAMS• SUPPORT SYSTEMS• FOLLOW-UP ASSIGNMENTS
COMPETE
• PREPARING MEETING AGENDAS• STRATEGIC PLANNING• FISHBONE DIAGRAMS• PERFORMANCE ASSESSMENT • SWOT ANALYSES
: 1-5
Adapted from Rohrbaugh, J. (2010).
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.
Influences Governance Process Effectiveness
Leadership
Structures& Processes
Composition and
Development
Culture
• Fiduciary • Planning • Performance Assessment• Fundraising
Governance Effectiveness
Organization Effectiveness
WHATWHO and HOW WHY
Influence of Leadership at the Governance Level
Meetings
Thank-You
Questions